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Mexico City GP: Kimi Antonelli’s crown waits in the thin air

Kimi Antonelli needs only a ninth-place finish in Mexico City to become Formula 1’s youngest world champion, on fresh asphalt, in thin air, at the circuit where Max Verstappen has won five times.

Austin left a sum unfinished. Kimi Antonelli won the United States Grand Prix from pole by 13.078 seconds and still left the Circuit of The Americas a contender rather than a champion, because George Russell and Lewis Hamilton finished just high enough to keep the ledger open. The figure he carries south now fits on a pit board: two points. A ninth-place finish at the Autódromo Hermanos Rodríguez on Sunday, November 1, makes him world champion.

Antonelli has 365 points. Russell has 242, Hamilton 241. Five rounds remain, worth 125 points, and after Mexico City that pool shrinks to 100. For the title to travel to São Paulo, one of two narrow things must happen. Either Russell wins and Antonelli finishes 10th or lower, or Hamilton wins and Antonelli fails to score. If neither of them wins, Antonelli is champion even if he spends Sunday afternoon in the garage.

What remains is temperament: how a 20-year-old finishes a job he has mostly done. The arithmetic invites prudence. His manner in Austin did not. In the post-race press conference, he chatted with Verstappen, as he usually does. Both wore shorts-Verstappen in slippers, Antonelli in sneakers; Leclerc was still in his race suit-and the three drivers’ press officers sat off to the left, waiting for it to end. Asked about the weekend ahead, he spoke of ‘just trying to have as much fun as possible’ while fighting for another win, which is either serene or slightly mischievous, and probably both.

Mexico City is the one circuit on the calendar where the atmosphere itself is a competitor. The Autódromo sits more than 2,200 meters above sea level. Cadillac puts the air there at roughly 75 to 80 percent of its sea-level density. Mercedes estimates the thinner air strips away about a quarter of the downforce. The teams answer by bolting on their largest wings, and the air declines to press down on them with any conviction.

Less downforce means less grip, and less grip means sliding. Thin air also cools poorly, so brakes and power units have to be nursed inside their operating windows. Cadillac’s team principal, Marcin Budkowski, calls it ‘a peculiar challenge,’ one that demands ‘maximum cooling and maximum downforce’ at the same time.

The paradox is the straight, where so little air resists the heavy wings that the cars still run at sea-level speeds. Valtteri Bottas recorded 372.5 kilometers per hour here in 2016. His verdict is blunt: ‘The level of grip is very low and small mistakes are punishing.’

The long run from the grid to Turn 1 is where Sunday is often settled before it has properly begun. A year ago Lando Norris kept pole into the first corner and was never seen again, winning by 30.324 seconds while the field behind him argued three and four abreast. For a championship leader who needs only to arrive, that first braking zone is where the weekend can go wrong.

Pirelli has brought the three softest compounds in its range: C3 as Hard, C4 as Medium and C5 as Soft. Most of the lap has been resurfaced, from Turn 7 round to Turn 1, leaving only the opening sector largely as it was. Fresh asphalt usually means more grip and less roughness, but Pirelli warns that a smoother surface could make graining an even greater factor, and that a track which is always dusty early in the weekend may evolve more steeply than usual.

That matters for the way Antonelli won Austin, an exercise in thrift that ended with 32 laps on a Hard he had barely sampled. Pirelli rates the circuit among the gentlest on tires and thinks a single stop could prevail, with the choice turning less on tire life than on the confidence a driver can draw from a given compound. The Soft may matter too: last year the two-stoppers fitted it for their final stint, Pirelli notes, thanks to extremely low degradation and no graining. The brakes are the worry: thin air makes the heaviest stops harder to manage, and the long straight into Turn 1 raises the risk of lock-ups while grip is still scarce.

Russell’s task is the steepest. He must win, and his teammate must finish 10th or lower. A year ago here, Russell spent laps asking Mercedes to let him past Antonelli so he could attack Oliver Bearman’s Haas; the team swapped them, he could make no progress, and he handed sixth back.

Hamilton has history here, two wins with Mercedes, in 2016 and 2019, and an unhappy footnote from 2025, when a 10-second penalty for leaving the track and gaining an advantage in a fight with Verstappen dropped him from third to eighth in what had looked like his first Ferrari podium.

Then there is Verstappen, out of the title fight but still the most dangerous man on this asphalt. He has won the Mexico City Grand Prix five times, in 2017, 2018, 2021, 2022 and 2023, more than anyone in the race’s history. He left Austin calling third place ‘pretty frustrating.’ Asked by BusinessMirror’s Chris Joseph whether the car had held more, he answered: ‘No, today we didn’t maximise much.’ He sits six points behind Russell in the fight for second, with Leclerc nine back after consecutive runner-up finishes. However Sunday ends, second place will stay open for weeks.

Whatever happens at the front, the crowd already knows whom it has come to see. Sergio Pérez returns to his home Grand Prix after a year away, now with Cadillac, and Sunday will be his 300th start, a mark only six drivers reached before him. On Wednesday, Cadillac announced a multi-year extension that keeps him with the team until at least 2029, and put him on the Paseo de la Reforma for a free show run between the Diana Cazadora and the Ángel de la Independencia. ‘Building a Formula 1 team from the ground up takes time, relentless work and patience,’ he said. ‘There is still a lot of work ahead of us and I am fully committed for the next three years.’

Behind the number sits a substantial career: six victories, 39 podiums and second place in the 2023 championship. The first, at Sakhir in 2020, came in his 190th start and made him the first Mexican to win a Grand Prix since Pedro Rodríguez in 1970. The circuit carries his name and his brother Ricardo’s. His Mexico record is respectable rather than romantic: points in six of nine appearances, podiums in 2021 and 2022, and never a home win. Cadillac, which brought him home 19th in Austin, is unlikely to change that this year; the new contract is a wager on the seasons after it. But Mexico City has never measured its devotion to Pérez in championship points. The race has sold out every year since it returned in 2015, and the stadium section, where the cars thread a bowl of grandstands, will make its preferences very clear.

Race day falls on Día de Muertos, and Pirelli has made black podium caps with traditional Mexican motifs for the occasion. If Antonelli reaches the rostrum, a first championship will be celebrated beneath one.

The season’s last two rounds, in Qatar on November 29 and Abu Dhabi on December 6, remain on the calendar but under a shadow cast by the US-Israel war with Iran, which has already pushed Bahrain’s race to Sepang and erased Saudi Arabia’s. FIA president Mohammed Ben Sulayem is emphatic: ‘I can only tell you today that there is nothing and the two races are going to happen.’ Stefano Domenicali has repeatedly called the calendar confirmed, though F1 has also said the final races remain subject to change, and Imola stands by to stage a single finale.

Mexico City offers the cleaner ending, a championship decided on track rather than by a memo about freight and security. Two points would make Antonelli the youngest world champion in the sport’s history, eclipsing Sebastian Vettel’s mark of 23, and the first Italian champion since Alberto Ascari in 1953.

He finished sixth here a year ago as a rookie, two places behind Bearman’s Haas. He returns with nine wins, seven poles and fifteen podiums from 18 rounds, and with a car he called ‘finally starting to deliver’ in Austin, though still prone to locking its fronts in the slow corners. The stadium section is made of slow corners.

In Austin, the crown was kept. In Mexico City, it only has to be collected, and collecting anything at more than 2,200 meters is never quite as easy as it looks.

Managing chronic pain in cold weather

Every year as the amihan sets in and the cooler breeze rolls across the country, senior citizens complain of joints that ache more than they did a few weeks ago during the humid months.

In the West, every autumn, the same thing happens: elderly patients arrive in clinics describing joints that ache more than they did a month ago. Their hands are stiffer in the morning. Their knees complain on the stairs. They are not imagining it, and they are not being dramatic.

Dr. Christopher Murawski, an assistant professor of orthopaedic surgery at Duke University, said: ‘Warm weather, cold weather, changes in humidity, changes in pressure- they can all contribute to joint and muscle pain.’

Here’s a look at the mechanisms behind cold-weather flare-ups, the movement and warmth strategies that genuinely help, and the signals that mean it’s time to call a doctor.

Why stiffness climbs as the temperature falls

The best-supported explanation involves barometric pressure-the weight of the air pressing on the body, roughly 15 pounds per square inch. When cold wind approaches, that pressure falls, and the tissues around joints respond.

‘While the science isn’t perfect, physiologically it makes some sense,’ Murawski says. ‘Changes in pressure can cause muscles and ligaments to expand. Fluid shifts can happen. That can lead to swelling and pain.’ He adds that the reports line up with what patients describe, ‘even anecdotally.’

Dr. Andrew Bang, a chiropractor at Cleveland Clinic, puts the same idea in blunter terms. ‘If you have arthritis, the space in your joint is already reduced. Add in an expansion of tissues because of the pressure change and you can see why people might hurt more.’ A large UK study of 13,000 people with arthritis found aches rose on days with high humidity, low barometric pressure and strong wind-though other studies find only a mild link, which is why researchers still describe the relationship as real but incompletely explained.

Cold adds its own layer. Synovial fluid, the lubricant inside every joint, thickens. ‘When the weather gets cooler, the synovial fluid that acts like motor oil in our joints becomes more like sludge,’ says Dr. Mariko Ishimori, a rheumatologist at Cedars-Sinai. Muscles guard and tighten, restricting blood flow and shortening the tissues that cross the joint. Cartilage, which has no blood supply of its own, tolerates temperature swings poorly.

Then there’s behavior. Cold days mean fewer walks, longer sits, and a house that suddenly feels worth hibernating in. Joints that don’t move get stiffer, and the Arthritis Foundation notes that people may also fixate more on pain when outdoor distractions disappear.

Gentle stretching that earns its keep

Motion is the single most reliable antidote to stiffness, and it costs nothing. ‘Motion is lotion,’ Bang says. ‘If you keep moving, you’re less likely to get some of these aches.’

The rules are simple: warm the tissue first, move slowly, never bounce, and stop at the edge of discomfort rather than pushing through it. Ishimori recommends prioritizing stretching before exercise, when muscles are cold and most vulnerable.

Start in bed, before your feet hit the floor. The Arthritis Foundation’s ‘Good Morning Moves’ routine is a safe template: lie on your back and reach arms and legs wide (Morning Star), hug your knees to your chest, then perform a gentle supine spinal twist-each held for three to five slow breaths. If hip or back arthritis makes double knee hugs hard, do one leg at a time.

For a guided follow-along, Arthritis UK’s physiotherapist-led series is excellent and free. The morning routine, daytime routine and evening routine each run 20 minutes and are built specifically for people with arthritis and other musculoskeletal conditions. Many movements can be done seated. The Arthritis Foundation also offers a short 16-move morning bed stretch video for days when 20 minutes is too much.

Aim for range of motion rather than a deep stretch: slow circles at the shoulders, wrist and ankle pumps, gentle knee extensions, seated torso rotations. Ten minutes daily beats an ambitious hour once a week.

Warmth, used deliberately

Heat raises blood flow and relaxes the guarding that makes joints feel locked. ‘If you can get heat to penetrate areas where you have pain, you increase blood flow and can loosen up tight ligaments, tendons and connective tissue,’ Bang says.

Practical version during the amihan season: layer up even when staying indoors, because a chilly, drafty room stiffens muscles just as effectively as the cool morning air outside. Keep a cozy blanket or kumot close by, or use a heating pad before getting out of bed so your joints are already loosened when you wake.

For targeted relief, use moist heat-a warm damp towel or a microwave-heated wet washcloth inside a sealed bag-for 15 to 20 minutes per session, with a cloth barrier between heat and skin. Don’t fall asleep on a pad, and check the skin periodically for excessive redness. If you have reduced sensation from diabetes or neuropathy, lower the setting.

Protect the extremities. Dr. Linda Russell, a rheumatologist at New York’s Hospital for Special Surgery, recommends long underwear-particularly important because cold can trigger blood vessel spasms in the roughly 12 percent of the elderly with rheumatoid arthritis who also have Raynaud’s phenomenon. Warm water is also the friendliest environment for exercise: a heated pool lets you move through full range with almost no load on the joints.

Two supporting habits matter more than most people expect. Drink water-dehydration thickens everything, including joint fluid.

When to stop self-managing and call someone

Weather-related aches follow a pattern: worse in the cold, better with warmth and movement, and no worse than usual once you’re going. Pain that breaks the pattern deserves attention.

Mayo Clinic advises booking an appointment for joint pain accompanied by swelling, redness, tenderness and warmth around the joint, or fever. Get seen promptly if an injury leaves the joint misshapen, unusable, severely painful or suddenly swollen. Morning stiffness lasting longer than 30 to 60 minutes is a recognized flag for inflammatory disease such as rheumatoid arthritis, as is pain that wakes you at night, pain in several joints at once, or unexplained weight loss and fatigue.

Ishimori’s advice: discuss symptoms with a physician, ‘especially if the symptoms are new or haven’t been evaluated.’ Cold weather aggravates existing disease; it doesn’t create it.

The season is not something you can negotiate with. But the stiffness is-partly. Warm the joint, move it gently, and keep moving it. And when the pattern changes, let someone with a stethoscope look at it.

AI reshapes digital marketing as brands rethink growth strategies

With a background in Economics and an MBA from the University of South Wales, Modupe Sanni has built a career around understanding how businesses grow, how consumers make decisions, and what it takes for brands to succeed in competitive markets.

As Managing Partner of Digital Square Limited (DSL), a marketing and digital strategy company with a presence in Nigeria, the United States, and Canada, she has worked with local and international brands, including Gokabet, Branch, and FXCG, helping businesses enter new markets, connect with consumers, and drive measurable growth.

Her approach to marketing goes beyond advertising budgets and creative campaigns. For Moe, understanding a company’s business model, commercial objectives, and long-term ambitions is just as important as understanding its target audience.

Now, as artificial intelligence reshapes the marketing industry, she is challenging traditional agency practices, embracing automation, and rethinking what businesses should expect from their marketing partners.

In this interview, Modupe Sanni speaks about the realities of building brands in Nigeria, her unconventional approach to leadership, the growing influence of AI, and why she believes good marketing begins with understanding the business behind the brand.

Digital Square Limited (DSL) has become a go-to growth powerhouse for top corporate brands in Lagos and beyond. What is that core ‘digital magic’ you perform that takes a brand from obscurity to market dominance?

I think the magic is understanding that marketing is not just about visibility. Visibility is important, but what happens after people see your brand is even more important.

At Digital Square, we approach marketing from a business perspective first. Before we talk about campaigns, creative ideas, or advertising budgets, we want to understand the business itself. What are we selling? Who are we selling to? Why should anyone choose this brand over its competitors? And most importantly, what does success look like for the business?

I have a background in Economics, so I’ve always been interested in understanding consumer behaviour, market dynamics, and how businesses grow. That thinking influences how we approach marketing.

We combine data, technology, consumer psychology, and creative storytelling to build strategies that don’t just attract attention but actually influence purchasing decisions and drive growth.

And I think that’s where a lot of brands get it wrong. They confuse being popular with being profitable. You can have millions of impressions, thousands of followers, and beautiful campaigns, but if none of that translates into meaningful business results, then we need to question what we’re doing.

For us, the real magic is connecting creativity to commercial results. That’s what we do at Digital Square.

Many business owners complain that digital agencies burn through ad budgets on Meta and Google without bringing tangible sales. How does Digital Square ensure that every Naira spent translates to high Return on Ad Spend (ROAS)?

First, I think it’s important to understand that good marketing results are a combination of several factors. You have to get the product, pricing, positioning, audience, and timing right. Advertising is just one part of that equation.

We’ve actually had to turn down a few brands at Digital Square because, after evaluating their products, we didn’t believe they were ready for the market. But the business owners wanted to go straight into advertising and start generating sales. The truth is, marketing cannot fix every fundamental problem with a product or business.

That’s why we do a lot of research before developing a strategy. We want to understand the market, consumer behaviour, the competition, and what will genuinely motivate people to buy.

Another thing I’ve learned over the years is that marketing requires experimentation. You can spend months developing what you believe is the perfect campaign, launch it, and the results are underwhelming. Then someone creates a simple, spontaneous piece of content, and it goes viral. I’ve seen it happen. That’s the interesting thing about consumer behaviour; you cannot always predict what people will respond to.

The real skill is knowing how to combine different approaches, test ideas, study the results, and recognise when to change direction. At Digital Square, we monitor everything from customer acquisition costs and conversions to return on ad spend. We scale what works and rethink what doesn’t.

But there’s also the issue of patience. Some business owners want immediate sales without investing in building a brand. They don’t want to tell their story, establish trust, or give customers a reason to choose them. They simply want to run ads today and start making money tomorrow.

And while performance marketing can certainly deliver quick results, sustainable growth often requires more than that. People are more likely to buy from brands they know, understand, and trust.

So when clients ask us how we ensure every Naira generates a return, my answer is that no serious marketing professional can guarantee that. What we can do is make informed decisions, minimise wasted spending, keep experimenting, and build a strategy that gives the business the best chance of succeeding.

For me, effective marketing isn’t about having one brilliant campaign. It’s about understanding how all the different pieces work together to produce results.

As Head of Strategy, when a corporate brand approaches you with stagnant growth or low online visibility, what is the first critical diagnostic test you run on their business funnel?

The first thing I want to understand is where the business is losing opportunities. Because stagnant growth and low visibility are two different problems, and you cannot solve them with the same strategy.

I usually start by asking questions. What does the business consider growth? Is it struggling to attract customers, convert enquiries into sales, or retain existing customers? Sometimes, a brand believes it has a visibility problem when, in reality, people already know about it but aren’t convinced enough to buy.

Then we look at the entire customer journey. How are people discovering the brand? What happens when they visit the website or social media pages? Is the value proposition clear? How easy is it to make a purchase or contact the business? And importantly, what happens after that first interaction?

I also like to look at the data. Where is the traffic coming from? At what point are potential customers dropping off? What are competitors doing differently? What are customers saying about the product or service? These things tell us a lot.

But one thing I’ve learned is that data alone doesn’t tell the whole story. You also have to understand people. Why are they buying from competitors? What concerns do they have? What would make them trust this brand? Sometimes, having actual conversations with customers reveals more than hours spent looking at an analytics dashboard.

I believe you have to diagnose a problem properly before prescribing a solution. Otherwise, you could spend millions of Naira driving traffic to a website that isn’t converting, or increasing awareness for a product that hasn’t found its market.

So, my first critical test is really identifying the biggest gap between customer interest and business results. Once we understand where the problem is, we can start making informed decisions about how to fix it.

From SEO and Google Search to TikTok and programmatic advertising, algorithm changes happen overnight. How do you keep your clients ahead of digital platform shifts without losing audience trust?

One thing I’ve learned in digital marketing is that you cannot afford to get too comfortable. What worked six months ago might not work today, and what is performing exceptionally well today could become irrelevant tomorrow.

But while algorithms change, the fundamentals of marketing remain largely the same. People still want value, they want to be understood, and they want to trust the brands they’re spending their money on.

At Digital Square, we invest a lot of time in research, studying consumer behaviour, monitoring industry developments, and experimenting with emerging technologies. We’re interested in understanding not just what’s changing, but why it’s changing and how it affects consumer behaviour.

For example, the way people discover products is evolving. We’re no longer looking at Google alone. Consumers are searching on TikTok, asking AI platforms for recommendations, and making purchasing decisions based on conversations in online communities. We have to understand these shifts and position brands accordingly.

However, I don’t believe in chasing every trend. Not every platform is right for every brand. We also encourage clients to build assets they control, such as their websites, customer databases, and communities, rather than depending entirely on social media algorithms.

I believe a good strategist must know what to change and what to preserve. We can change our channels, tools, and tactics, but the brand’s values and the trust it has built with its audience should remain consistent.

My philosophy is simple: adapt to the technology, but never lose sight of the people you’re trying to reach.

You hold a degree in Economics. How much of economic theory supply, demand, consumer psychology; actually comes into play when designing digital strategy for corporate organizations?

Quite a lot, actually. I think my background in Economics has played a significant role in how I approach marketing and business strategy.

Economics teaches you to understand how people make decisions, how markets behave, and how resources can be allocated efficiently. And when you think about it, that’s essentially what marketing is about.

Take consumer behaviour, for example. People don’t always make purchasing decisions based on logic. Their decisions are influenced by emotions, perceived value, pricing, social influences, and even the economic situation around them. Understanding these factors helps us develop strategies that connect with consumers beyond just selling a product.

Some clients are actually surprised when they approach me for advertising or marketing advice, and I start asking questions that seem completely unrelated. Where do you see this business in five or ten years? Are you building something you eventually want to sell, or is this a legacy business you intend to pass down? What does long-term success look like for you?

But these questions are important because the direction of a business should influence how we market it. A company building towards an eventual acquisition may have different priorities from one focused on building a lasting family legacy. Marketing shouldn’t exist in isolation from the bigger business strategy.

Then there’s resource allocation. Every business has limited resources, whether it’s money, time, or manpower. My job is to determine how best to deploy those resources to achieve the greatest possible return.

I also pay attention to broader economic realities. You cannot develop a marketing strategy for Nigerian consumers without considering purchasing power, inflation, and changing spending habits.

So, I would say Economics gave me the foundation to think analytically, question assumptions, and understand the relationship between consumer behaviour and business growth. Digital marketing simply gave me the tools to apply that knowledge in real time.

Sitting in the Managing Director’s chair of a fast-growing digital strategy firm comes with intense pressure. How would you describe your leadership style, and how do you foster innovation inside the Digital Square team?

I would describe my leadership style as collaborative, flexible, and quite different from the traditional corporate approach. I believe that if you want people to deliver their best work, you have to create an environment that allows them to thrive, both professionally and personally.

We work in an industry where creativity and critical thinking are essential. And I’ve always questioned how we expect someone who has spent four hours navigating Lagos traffic to arrive at work with the same level of energy, focus, and creativity as someone who hasn’t. I think good leadership requires being realistic about these things.

That’s why we’ve adopted a flexible working structure at Digital Square. Our employees can work from home, and those who live far from the office can choose to work from a coworking space closer to them on certain days. We also have designated days when everyone is required to be physically present at our main office because collaboration and human connection are equally important. This approach has worked very well for us.

I’m also very conscious of the fact that everyone is on a different journey. Not everyone who joins Digital Square will spend their entire career with us, and I’m perfectly comfortable with that. Some people are furthering their education, taking professional courses, or even building businesses of their own. I recognise that Digital Square might be a chapter in someone’s journey rather than their final destination.

What matters to me is that while they’re here, they’re learning, contributing meaningfully, and growing. I want people to leave Digital Square better than they were when they joined, whether they stay for two years or ten.

Of course, flexibility doesn’t mean a lack of accountability. I have high standards, and I expect people to take ownership of their responsibilities. I encourage my team to challenge ideas, including mine, experiment with new technologies, and find better ways of doing things. I don’t want people who simply wait for instructions; I want people who think.

I believe leadership is about creating the right conditions for people to do their best work. When people feel trusted, supported, and challenged, innovation becomes a natural part of the culture.

As a global business strategist and consultant, what do you think is the biggest mistake West African corporate brands make when trying to scale their market footprint internationally?

I think one of the biggest mistakes is assuming that what worked in your home market will automatically work elsewhere. A lot of businesses approach international expansion as simply entering a new country, rather than understanding an entirely new market.

Consumer behaviour, purchasing power, cultural influences, competition, and even the way people respond to advertising can differ significantly from one country to another. You cannot simply replicate your Nigerian marketing strategy in the UK, Canada, or the United States and expect the same results.

I also think some brands are too quick to pursue international visibility without first asking whether their business is operationally ready for that market. Can you deliver your product or service consistently? Is your pricing competitive? Do you understand the regulatory environment? Can your customer experience meet the expectations of that market? These things are just as important as marketing.

Another mistake is trying to expand everywhere at once. I believe in being strategic about market entry. Research the opportunities, identify where there’s genuine demand, test your assumptions, and learn before committing significant resources.

And there’s something else I always emphasise: being an African brand is part of your identity, but it shouldn’t be the only reason you expect international consumers to buy from you. Your product still has to solve a problem, deliver value, and compete on quality.

Having worked across different markets, I’ve come to appreciate that international growth requires a balance between maintaining your brand identity and adapting to local realities.

For me, successful expansion isn’t about how many countries your brand operates in. It’s about how effectively you can compete, create value, and build a sustainable business in each market you enter.

Digital Square has played a strategic role in introducing several international brands into the Nigerian market. What does it take to successfully launch a foreign brand in Nigeria, and how does your team help these businesses navigate the market?

Nigeria is a very interesting market. We have a large, youthful population, a vibrant consumer culture, and significant commercial opportunities. But it’s also a market you need to understand before entering.

One mistake international brands make is assuming that because a strategy worked in Europe, Asia, or North America, it will automatically work in Nigeria. Our consumer behaviour, purchasing power, cultural nuances, and even the way we communicate are different.

At Digital Square, we’ve had the opportunity to work with brands like Lavyanna, Gokabet, Branch, FXCG, and several others on their entry into the Nigerian market. And one thing these experiences have reinforced is that there’s no one-size-fits-all approach to market entry.

We start by understanding the business, researching the competitive landscape, identifying the right audience, and determining how best to position the brand. Sometimes, that involves rethinking the messaging, pricing, communication strategy, or even the product offering to better suit the Nigerian consumer.

One thing I always tell international brands is that Nigerians speak a different kind of English, one that sometimes only another Nigerian can truly understand. It’s not just about language; it’s about context, humour, expressions, and shared experiences. You can communicate in perfectly polished corporate English and still completely lose your audience because you’re not speaking in a way that resonates with them.

And that’s where local intelligence becomes extremely important. You cannot simply take an international campaign, change the currency to Naira, run some digital ads, and expect Nigerians to connect with it. You have to understand the culture, the conversations, buying behaviour, and what genuinely influences trust.

Our role is to combine that local market intelligence with global marketing standards, helping brands build awareness, establish credibility, acquire customers, and grow sustainably.

I always say that entering a market and winning a market are two different things. Our job is to help brands do both.

With the rapid rise of artificial intelligence, there’s a growing belief that AI could eventually replace marketing agencies and even marketing professionals. Do you share this concern, and how is Digital Square preparing for this shift?

AI has already taken over a significant part of marketing, and I don’t necessarily see that as a bad thing.

If we’re being realistic, a lot of what marketing agencies charge clients for today can already be done with AI, sometimes faster and at a fraction of the cost. Content creation, research, reporting, campaign optimisation, and even certain aspects of strategy are becoming increasingly automated.

So the question is no longer whether AI will change marketing. It already has. The bigger question is what value marketing professionals bring when everyone has access to the same technology.

At Digital Square, we’ve already changed how we work. For instance, I expect my team to deliver five times faster because of AI. You cannot spend five days doing something that technology can help you accomplish in 30 minutes. That doesn’t mean compromising quality. It means using the tools available to work smarter and spending more time on things that actually require human thinking.

I also believe that regardless of your role in a marketing agency, you should know how to use AI to get work done beyond your immediate responsibilities. Whether you’re a strategist, account manager, content creator, or designer, you should be able to write effective prompts, develop content, generate creative concepts, produce videos, or even put together an advertising campaign using AI tools.

I’m not saying everyone has to become an expert in everything. But you should understand what’s possible and know how to use these tools when the need arises. There’s a difference between someone who knows how to do marketing and someone who knows how to do marketing in a world where technology is constantly evolving.

Interestingly, we also help clients set up AI automations within their businesses. And I’m very open about this: if a client has someone in-house who can manage those systems and their marketing effectively, they may not need us anymore. I don’t see anything wrong with that.

The way I see it, agencies should exist because they provide value, not because clients are dependent on them. Some businesses have the expertise and time to manage their marketing internally. Others would rather focus on running their businesses and have experienced professionals handle that responsibility. That’s where we come in.

I also think AI is going to expose a lot of people in our industry. If your entire value as a marketer is knowing how to use an advertising platform or create social media content, then yes, you should be concerned. But if you genuinely understand consumers, business strategy, positioning, and growth, AI becomes an incredibly powerful tool in your hands.

Five years from now, I don’t think the most successful agencies will necessarily be the ones with the largest teams. They’ll be the ones that know how to combine technology, creativity, and good business judgement to deliver results.

How do you avoid burnout and stay grounded amidst demanding schedules?

I wish I could tell you I’ve mastered the art of avoiding burnout, but I haven’t. It’s something I’m still learning, especially because I genuinely enjoy what I do. Sometimes, the problem isn’t that I have too much work. It’s that I have too many ideas I want to explore.

One thing I’ve come to understand about myself is that I need variety. I get bored doing the same thing for too long, so I enjoy working on different projects, learning new things, and challenging myself. But I’ve also had to learn that just because I can do something doesn’t mean I have to do it myself.

I’m becoming more intentional about building teams, delegating responsibilities, and creating systems that allow things to run without my constant involvement.

Outside work, I enjoy the simple things. Going for walks, spending time in nature, getting some quiet time to myself. Walking, especially, helps me think. Some of my best ideas come when I’m away from my desk, not when I’m staring at a screen trying to force a solution.

I also try not to measure my productivity by how busy I am. There was a time when being constantly occupied felt like an achievement. These days, I’m more interested in what I’m actually accomplishing and whether I have the freedom to enjoy my life while doing it.

I love building businesses, but I don’t want to build a life where I’m too busy to enjoy the things I’m working so hard for.

What is your message to young Nigerian women who want to excel in corporate leadership, technology, and the arts without compromising their personal values?

My advice would be to define success for yourself before the world defines it for you.

I think women, especially in our society, grow up with so many expectations about who they should be, how they should behave, what they should prioritise, and even how ambitious they’re allowed to be. And sometimes, without realising it, we start making decisions based on those expectations rather than what we genuinely want.

I’ve never believed that you have to fit into one box. You can be interested in business, technology, creativity, and a hundred other things. You don’t have to limit yourself because someone thinks you should choose one path and stick to it.

But I also think ambition must be backed by competence. Learn your craft, develop your skills, stay curious, and be willing to start again when necessary. The world is changing too quickly for anyone to assume that what they know today will be enough tomorrow.

And please, don’t compromise your values just to get ahead. There will always be opportunities that look attractive but don’t align with who you are or the kind of life you want to build. Learn to recognise them and be comfortable walking away.

I would also encourage young women to become financially independent. Having your own resources gives you choices, and having choices gives you a certain level of freedom.

Most importantly, don’t spend your life trying to become someone else’s definition of a successful woman. You can be ambitious and still want a peaceful life. You can build businesses, pursue a career, have a family, explore your creative interests, or choose a completely different path.

It’s your life. Make sure you’re actually living it, not just meeting other people’s expectations.

Osimhen celebrates new baby with Galatasaray goal

Victor Osimhen celebrated the birth of his second child by scoring in Galatasaray’s 4-0 victory over Konyaspor in the Turkish Sper Lig over the weekend.

The Nigerian striker opened the scoring in the 12th minute, rising above the Konyaspor defence to head home Gabriel Sara’s free-kick and give the visitors an early lead at the Konya Metropolitan Municipality Stadium.

Galatasaray extended their advantage through Yunus Akgn in the 28th minute, before Aleksey Batrakov and Rafael Leão added two more goals after the break.

The club announced the arrival of Osimhen’s baby girl in a post on its official X account on Friday.

‘Our Football A Team player Victor Osimhen and Stefanie have welcomed a baby girl into the world.

‘We congratulate the couple, Victor and Stefanie; we wish their newborn baby, Liora Audrey a long, healthy, and happy life!’ the club said.

The newborn, named Liora Audrey, is the couple’s second child together.

The 27-year-old Nigerian forward has maintained his impressive form this season, scoring in three consecutive matches to take his tally to nine goals in eight league appearances.

The result takes the Turkish champions to 25 points from 10 matches, strengthening their position at the top of the league standings.

’BAWAL PA RING TUMAWA’ | Prime Video opens the ‘LOL’ Terminal for Season 2

Fasten your seatbelts and keep those poker faces on, because LOL: Last One Laughing Philippines is now streaming on Prime Video. To celebrate the Season 2 premiere of the hit comedy reality show, Prime Video recently turned Space at One Ayala into a departure hall where media, content creators, and special guests checked in for a trip unlike any other.

No bumper-to-bumper traffic here. No long queues. Just Insta-worthy stops, Pinoy street food galore, and a boarding requirement that sounds easy until you try it: bawal tumawa. (Which is hard for us Filipinos who love humor).

Walking down the ‘street’ carpet

Before the cast took center stage, the ten contestants made their grand entrance on the ‘street’ carpet, because a terminal this chaotic still needs a proper runway. With Pinoy Street Style as the dress code, the cast flaunted their OOTDs and strutted down the runway (making everyone giggle with their silly antics, of course) – Long Mejia, Epy Quizon, Candy Pangilinan, Ethel Booba, Pooh, Donna Cariaga, Chariz Solomon, Esnyr, James Caraan, and Charuth.

It’s a funny crew by any measure, and that’s the whole trouble. When everyone is a professional at making everyone laugh, nobody gets to relax.

Vice Ganda back at the controls

Of course, every trip needs a captain, and Vice Ganda is back as the host of LOL Season 2. With his quick wit and larger-than-life humor, he keeps a hawk-eyed watch on the contestants – keeping the audience on their toes. This season keeps one non-negotiable safety rule: laugh, and you’re out. No exceptions, no emotional support giggles.

When asked about Season 2, Vice Ganda shared with the guests, ‘Everyone prepared for it. The showrunners did their very best to make sure that Season 1 is not gonna be the first and last season. Of course, it’s a great opportunity for me to be able to showcase the best of Filipino comedy. Mahirap para sa akin na manood ng LOL na hindi ako part n’yon. Ito talaga yung pinaka-bardagulan na comedy show na mapapanood nating lahat kasi, we’re all so used to seeing content or programs na nagfe-feature ng isa o dalawang komedyante sa entire cast. Ito lahat ng komedyante na kaya nating pagsama-samahin, pinagsama-sama natin sa isang season.’

Lively Chatter at the Q and A

The media Q and A felt like the most entertaining part of a trip. The cast swapped stories, traded friendly banter, and shared what it’s really like to survive the show’s toughest challenge: holding a straight face while surrounded by people whose job is to break it.

Epy Quizon, the son of Comedy King Dolphy, was asked whether he prepared and shared how hard it was to keep a straight face. ‘Actually, hindi ka makaka-prepare mentally kasi di mo alam kung sino kalaban mo…Sabi ko, mahihirapan ako nito, kasi hindi naman ako komedyante, drama actor ako eh. Actually, yung una talaga is paano mo i-zipper yung bibig mo para hindi ngumiti.’ He then explained why, drawing nods around the room, ‘Bungisngis ako eh.’

All of the cast members gave insights on how they tried their very best to hide their smiles and laughs from the watchful gaze of Vice Ganda and several CCTV cameras. But one thing was for sure: every cast member had a good laugh during their time together (pun intended).

Previewing the LOL Terminal experience

Then came the exclusive screening of Episode 1, a first-class preview of the challenges, unexpected twists, and laugh-out-loud moments awaiting the viewers. Everyone can agree that it was difficult to keep a straight face as fits of laughter echoed in the halls. (It’s very difficult not to spoil anything, so I’m gonna cut it there and let you see for yourself)

The night wrapped with Vice Ganda, the showrunners, and Prime Video reps raising a toast to a successful premiere screening. Consider it a champagne send-off during a maiden trip.

Your boarding pass

LOL: Last One Laughing Philippines is adapted from the Prime Original Series from Japan, Documental, conceived by and featuring comedy legend Hitoshi Matsumoto, with rights held by Yoshimoto Kogyo. This brand-new installment of LOL: Last One Laughing Philippines comes to life through UXS Inc. (Unitel/Straight Shooters) for Amazon MGM Studios.

The series premiered exclusively on Prime Video Friday, October 30, in the Philippines and in more than 240 countries and territories. For Prime Video, it’s another ticket punched for Filipino stories and talent in front of a global audience.

Exclusive: OPay halts $304m NYSE IPO over regulatory inquiry

SoftBank-backed company, OPay Limited, has terminated its planned initial public offering (IPO) on the New York Stock Exchange (NYSE) following a regulatory inquiry in a foreign jurisdiction, halting its planned entry into the US capital market.

The fintech company which raised $304 million in its IPO said it reached a mutual agreement with its underwriters to terminate the underwriting agreement signed on October 29, 2026, after deciding that postponing the offering was the most prudent course of action.

As a result, its American depositary shares (ADSs) will not begin trading on the NYSE as previously scheduled.

In a statement on Friday, OPay said the inquiry relates to a jurisdiction that is immaterial to its core business operations and expressed confidence that the matter would be resolved satisfactorily in the near future.

The company, valued at over $4 billion, did not identify the jurisdiction or provide further details about the nature of the inquiry.

OPay said the development should not be interpreted as a reflection of its business performance, financial condition, operational integrity or regulatory standing, adding that it was engaging relevant stakeholders to facilitate an early resolution.

The company also said the decision would not affect its operations or service delivery in Nigeria and other markets where it operates, including Indonesia, Egypt and Pakistan.

‘OPay continues to operate normally and remains fully committed to its customers, merchants, agents, business partners, employees, and the broader digital financial ecosystem,’ the company said.

The development interrupts OPay’s planned access to international capital markets, although the company has not indicated whether or when it would revive the offering.

OPay said its long-term commitment to Nigeria remained unchanged, adding that it would continue investing in the country’s digital financial services sector, promoting financial inclusion and supporting the growth of the digital economy.

The company said it would provide further updates as material developments occur.

Makinde approves ?4.6bn compensation for Circular road-affected property owners

Governor Seyi Makinde of Oyo State has approved the payment of ?4.6 billion as the first tranche of compensation to property owners affected by the ongoing Senator Rashidi Ladoja Circular Road project and reaffirmed a 75-metre setback in built-up areas, addressing major concerns raised by residents along the corridor.

Governor Makinde who disclosed this on Friday during a meeting with affected property owners along the Circular Road assured beneficiaries that the compensation would be paid directly into their bank accounts and that disbursement would commence immediately.

According to him, the government has completed all necessary processes for the payment of the first tranche of compensation.

He said: ‘We have processed ?4.6 billion for the first phase of compensation payments. The money will be paid directly into beneficiaries’ accounts, and recipients should begin to receive payment alerts from tonight or by tomorrow morning.’

Governor Makinde also reiterated that the setback in built-up areas along the project corridor had been reviewed to 75 metres. He added that the corridor would be fenced to enhance safety and protect residents living within the area.

He explained that property owners whose buildings fall outside the 75-metre setback have no cause for concern and should continue with their normal activities.

The Governor urged affected residents not to be misled by rumours or misinformation, reiterating that his administration remains committed to protecting the interests and wellbeing of the people

‘This is your government. Do not allow anyone to deceive you. I promised that compensation would be paid before the end of this month, and I considered it important to meet with you personally before the payment process commenced,’ he said.

Governor Makinde reaffirmed his administration’s commitment to the successful delivery of the Senator Rashidi Ladoja Circular Road project, describing it as a critical infrastructure initiative that will improve connectivity, stimulate economic growth, and open up new development corridors across Oyo State.

Speaking on behalf of the affected property owners, Ahmed Abiodun, Kayode Oyejobi, Risikat Raji and Banke Adeyanju commended the Governor for approving the immediate payment of compensation and reviewing the setback for built-up areas to 75 metres.

They expressed appreciation for the government’s responsiveness to their concerns and assured Governor Makinde of their continued support for the success of his administration.

Brighton stun Man City with historic 1-0 Etihad win

Manchester City suffered consecutive Premier League defeats for the first time under Enzo Maresca after Brighton secured a 1-0 win at the Etihad Stadium on Saturday.

The defeat followed Man City’s defeat to Aston Villa last weekend, marking the club’s first run of back-to-back league defeats since August 2025.

Brighton’s victory also ended their long wait for a first-ever Premier League away win against City, achieved at the 18th attempt, and moved the Seagulls to within two points of the leaders. Third-placed Brighton strengthened their title ambitions with another significant result, having already beaten reigning champions Arsenal convincingly this season.

Fabian Hrzeler’s side also gained revenge for their League Cup exit against City on Wednesday. The Seagulls had twice taken the lead at the Etihad before losing on penalties, a result that left their manager frustrated.

This time, Brighton made their early advantage count, with Yasin Ayari slotting home in the 11th minute.

Goalkeeper Bart Verbruggen then produced an inspired performance to withstand City’s second-half pressure and preserve the visitors’ lead.

Brighton were also dangerous on the counter-attack and could have extended their advantage late on, but Jack Hinshelwood’s effort struck the side netting.

City had won their opening seven league matches as Maresca made an impressive start to the demanding task of succeeding Pep Guardiola. However, successive defeats have checked that momentum and increased the pressure on the new manager.

The result also means Arsenal can move above Manchester City and return to the top of the Premier League table if they avoid defeat against Liverpool on Sunday.

Most PHL banks see steady Q4 credit standards, loan demand

MOST Philippine banks expect credit standards and loan demand to remain steady in the fourth quarter of 2026, results of the latest Senior Bank Loan Officers’ Survey (SLOS) of the Bangko Sentral ng Pilipinas (BSP) show.

In a statement on Friday, the central bank said that for the fourth quarter of 2026, 80.8 percent of respondent banks expected unchanged credit standards for enterprise loans, while 85.7 percent expect steady standards for household loans.

BSP pointed out these are higher than figures posted in the third quarter of 2026 at 71.2 percent and 77.1 percent for enterprise loans and household loans, respectively. This, it noted, indicates a shift toward ‘more stable’ lending standards.

Among banks expecting changes in credit standards, the central bank said the bias toward tightening has ‘moderated’ both enterprise and household loans.

A small share of banks also expects to ease their credit standards, the BSP also noted.

Respondents cited uncertainty over the economic outlook, deterioration in borrower profiles, and lower risk tolerance as factors that could lead to tighter standards.

Meanwhile, banks also expect overall loan demand to remain steady in the fourth quarter of 2026, with signs of ‘stronger demand.’

For enterprise loans, 69.2 percent of respondents expect demand to remain unchanged, 26.9 percent expect an increase, and 3.8 percent expect a decline.

Compared with the third quarter, fewer banks expect ‘unchanged demand’ and more expect demand to increase.

‘The expected increase in enterprise loan demand reflects higher financing needs for inventories and accounts receivable, as well as limited access to other funding sources,’ BSP said.

For households, banks expecting stronger loan demand cited higher household consumption, more attractive bank financing terms, and increased housing investment.

Dual listings playbook raises hard questions for OPay

When OPay Limited announced it was terminating its underwriting agreement and shelving its planned New York Stock Exchange (NYSE) initial public offering (IPO), the company was careful with its language.

A regulatory inquiry in a jurisdiction ‘immaterial’ to its core business had arisen.

Management expressed confidence the matter would be resolved satisfactorily in the near future.

After discussions with underwriters, the most prudent course, it said, was not to proceed at this time.

o: Exclusive: OPay halts $304m NYSE IPO over regulatory inquiry

The American Depositary Shares would not commence trading as scheduled. Operations in Nigeria and other markets remained unaffected, and the company’s long-term commitment to Nigeria was ‘unwavering.’

The statement answered the immediate question of why the much-anticipated $4 billion-valuation Wall Street debut had stalled.

It did not answer the deeper ones now circulating among investors, regulators and capital-market practitioners in Lagos: What really happened beyond the carefully worded press release?

Why did a company whose revenues, users and growth story are overwhelmingly Nigerian choose a primary foreign listing first?

And why does that choice look increasingly out of step with the dual-listing path successfully walked by Seplat Energy Plc, Airtel Africa Plc and Guaranty Trust Holding Company Plc?

Those three companies form the clearest modern playbook for Nigerian businesses seeking global capital without severing local roots. Their experiences raise uncomfortable questions about whether OPay’s original strategy and the sudden pause, reflects commercial prudence or a more complicated calculation about ownership, perception and market alignment.

The established path

In April 2014, Seplat Energy (then Seplat Petroleum Development Company) became the first Nigerian company to dual-list ordinary shares simultaneously on the Nigerian Exchange Limited (NGX) and the London Stock Exchange (LSE). The IPO raised approximately $535 million and valued the company at about $1.9 billion.

A decade later, at a 10-year anniversary event, Temi Popoola, NGX Group chief executive described the transaction as one of the market’s major landmarks. ‘If we were to look back to our market and tried to find landmarks, the last major landmark you will find in the last ten years is this transaction that we are celebrating today,’ he said.

Seplat’s shares have delivered substantial returns to both Nigerian and international investors, and the company has repeatedly highlighted improved liquidity, brand credibility and access to capital as direct benefits of the dual structure.

Airtel Africa took a sequential approach. It completed its primary IPO on the London Stock Exchange in June 2019, raising about $750 million, then listed on the NGX weeks later. The Nigerian listing turned the pan-African telecoms group into one of the exchange’s largest stocks by market capitalisation.

The dual presence gave global investors a familiar London venue while allowing Nigerian institutions and retail investors to participate directly in a business for which Nigeria is a critical market.

GTCO followed in July 2025, becoming the first West African financial institution to list ordinary shares simultaneously on both the NGX and the LSE main market. The transaction included an international capital raise of roughly $105 million and cancelled earlier global depositary receipts (GDR). It signalled that even large Nigerian banks now view dual listing of ordinary shares, not just depositary receipts, as viable and advantageous.

In each case, the companies retained meaningful local ownership pathways, satisfied domestic regulators and policymakers, and still accessed deeper international pools of capital. The dual structure also mitigated some of the currency-translation and emerging-market discount risks that pure foreign listings can amplify.

OPay’s different calculation

OPay’s original plan, disclosed in its Form F-1 registration statement filed with the U.S. Securities and Exchange Commission, was different. It sought a primary listing of ADSs on the NYSE under the ticker OPAY, targeting a valuation in the region of $4 billion.

Board and shareholder approval had been obtained for a secondary listing on the NGX only after the U.S. listing was completed, and only subject to market conditions and Nigerian regulatory clearances. The company explicitly warned that shares on the two markets might not be immediately fungible, potentially fragmenting liquidity and creating price differentials.

That sequencing global first, local later, drew quiet criticism even before the latest regulatory hiccup. Nearly 90 percent of OPay’s revenue in the first half of 2026 was generated in Nigeria. Its agent network, customer base of tens of millions and brand recognition are Nigerian. Yet the primary listing venue chosen was New York, with the domestic opportunity treated as secondary and conditional.

David Adonri, vice chairman of Highcap Securities, has been among the most direct voices on this point. ‘The Nigerian capital market has attained a level of depth and sophistication where companies with strong domestic fundamentals can successfully raise capital locally. For a company like OPay, whose operations, customer base and revenue are substantially rooted in Nigeria, a domestic listing would provide stronger alignment between the business and the investors who best understand its market realities,’ he said.

Adonri’s argument is not merely patriotic. Nigerian institutional investors like pension funds, insurance companies and asset managers, understand the agency-banking model, USSD transactions, naira cash flows and the competitive dynamics with rivals such as Moniepoint and PalmPay in ways that many Wall Street analysts do not.

A local primary or concurrent listing would also allow ordinary Nigerians who use the platform daily to become shareholders, potentially reducing churn and strengthening the social licence to operate.

The questions the pause intensifies

OPay’s decision to terminate the underwriting agreement has sharpened those questions rather than resolved them. The company insists the regulatory inquiry is confined to an immaterial foreign jurisdiction and has no bearing on its Nigerian operations, financial condition or regulatory standing.

Market participants are less easily reassured. OPay’s ownership structure, founded by Chinese billionaire Zhou Yahui and backed by SoftBank, has long attracted extra scrutiny in Western markets sensitive to data privacy, governance and capital flows involving Chinese-linked entities.

Whether the current inquiry is related to those sensitivities remains unconfirmed, precisely because the company has provided limited detail.

What is clear is that a pure or primary foreign listing exposes Nigerian-rooted companies to geopolitical and regulatory risks that dual-listed peers have partly diversified.

Seplat, Airtel Africa and GTCO maintain continuous engagement with both Nigerian and international regulators and investor bases. Their dual status also sends a political signal of commitment that pure offshore listings can struggle to match.

NGX Group leadership has been explicit about this dimension. In engagements with the Presidency earlier in 2026, Popoola specifically cited OPay and other fintechs as companies whose domestic or dual listings would broaden investment opportunities for Nigerians and keep more of the value created in the local economy inside the domestic capital market. ‘While we encourage free and open markets, let’s make sure our locals can also benefit. As they list abroad, they should also list in our country,’ he has said in related contexts.

The pause now creates an unexpected window. With the NYSE process suspended, OPay could, in theory, revisit sequencing. A primary or concurrent NGX listing, followed by an international secondary listing once the regulatory matter is cleared, would align more closely with the Seplat-Airtel-GTCO playbook.

It would also address the perception problem that a company built on Nigerian consumers, infrastructure and regulatory accommodation is delivering its primary public-market upside first to foreign investors.

o: OPay: Nigerian listing plans echo NGX Group’s call for homegrown giants to list locally

What history suggests

History offers few clean precedents for major Nigerian operating companies achieving lasting success through pure foreign listings without a meaningful domestic presence.

Jumia, often cited as an African tech success on the NYSE, was never a pure Nigerian corporate and has not dual-listed on the NGX.

IHS Towers listed in New York with heavy Nigerian exposure but similarly remained outside the local exchange.

The companies that have sustained investor confidence across cycles while retaining strong Nigerian identities have almost all chosen some form of dual structure.

OPay’s management continues to emphasise that the current development should not be misconstrued as a reflection on its business performance or integrity. That may prove true.

Regulatory inquiries can be resolved. Markets can reopen. Yet the episode has already illustrated the risks of a strategy that prioritises foreign capital and visibility while treating the home market as an afterthought.

The dual-listing playbook refined by Seplat in 2014, extended by Airtel Africa in 2019 and reinforced by GTCO in 2025 remains available.

Whether OPay ultimately follows it, or continues to treat the NGX as a secondary consideration, will say as much about its long-term view of Nigeria as any press statement about unwavering commitment.

For now, the hard questions remain unanswered and the silence beyond the official statement is growing louder.