Category: Business Day

Bartholomew Bede, media aide to former Benue State governor Gabriel Suswam, has dismissed rumours that his principal is defecting to the All Progressives Congress (APC), describing the claim as ‘an unholy rumour without substance.’

In a statement issued Friday, Bede said the former governor’s attendance at a dinner hosted by Governor Hyacinth Alia in Makurdi was purely a social courtesy, not a political alignment.

‘Moments ago, I received calls from well-meaning Benuelites and leaders, alerting me to trending news suggesting that Senator Suswam has joined the APC,’ Bede said. ‘Some even claimed he would be formally received by Governor Alia at the Government House banquet. I debunk this unholy rumour with all vehemence, as it doesn’t represent Suswam’s interest or that of his supporters.’

Bede clarified that the invitation was extended to all key stakeholders in Benue, irrespective of party affiliation.

‘Two days ago, Governor Alia respectfully invited Senator Suswam, among other stakeholders, to a state banquet scheduled for October 10, 2025,’ he explained. ‘As a former governor and stakeholder in the Benue project, it was only courteous for him to attend.’

He stressed that there was no indication that the dinner was a political event or a defection ceremony.

‘The former governor advises his supporters and well-wishers to disregard this rumour,’ Bede said, calling it ‘baseless, aimless, and a lie from the deepest pit of hell.’

Our parents were so close that when our mother died, we feared our father would barely last a year without her. They were inseparable, the kind of couple people admired and whispered about in awe. They finished each other’s sentences, shared the same room since we were children, wore matching clothes on Sundays, took evening strolls hand in hand and ate from the same plate. You could never pitch one against the other; their union was seamless. Their marriage was a model, one many aspired to have but few could ever replicate.

So, when Mama passed, we were shattered. Papa mourned with a heaviness that seemed unbearable. Neighbours, friends and church members trooped in and out of the house to console him. But in the midst of that gloom, I noticed something strange. Papa’s face lit up when a particular woman came visiting. I had never seen her before, but his whole countenance changed instantly. For those few minutes she was in the room, it was as if everything else faded away and only she existed. That spark in his eyes was impossible to miss.

She never came back after that first and only visit, but I couldn’t completely dismiss what I had noticed. Life carried on. We buried Mama and painfully adjusted to a life without her and a void that could not be filled. She had been the matriarch, the glue that bound us together, the one who always kept things in order. Those early months were hard for all of us. We worried endlessly about Papa: his health, the loneliness, the grief pressing on his shoulders.

And yet, against all our fears, Papa became the brightest and sweetest version of himself. He looked healthier than ever. He was so full of life that he barely needed his blood pressure medication. His voice carried a lightness we hadn’t heard in years. His laughter came easily, and his eyes sparkled. Instead of withering away, Papa bloomed, and for that we were deeply grateful.

Two years later, on his birthday, Papa surprised us with a family video call. His voice carried an unusual excitement. Papa’s video calls usually came with heaviness and big family announcements. I couldn’t shake off the memory of a family meeting years back, when he told us of Mama’s illness. But this time was different. With his usual gentleness but a renewed glow, Papa dropped his news: he wanted to get married!.

It was as if lightning struck. Instantly, the family was divided. Some siblings felt he had not mourned Mama enough, accusing him of dishonouring her memory. Others thought he was moving too fast, blinded by loneliness. Voices rose, tempers flared. But I stayed quiet. Unlike them, I had seen Papa closely, the sparkle in his eyes, the vigour in his steps, the way his spirit radiated life again. He was thriving. I didn’t have it in me to snuff out whatever it was that made him so alive.

My siblings pressed me to find out who this woman was. So out of duty, not curiosity, I asked him. That was when Papa, with a softness in his voice, told me the story.

Her name was Bidemi. His first love. The only woman he had ever truly loved.

This was a rude shock. I almost lost my balance on my chair. I had always thought Mama was the absolute love of his life. Wow! I couldn’t believe what I just heard, and I was desperate to hear the rest of the story.

As a young man, he and Bidemi had been inseparable. Then she left for the UK to further her studies. In her absence, Papa grew close to Mama. Although they moved in the same circles, Mama was fully aware of his relationship with Bidemi. But one night – one drunken night – changed everything. He couldn’t even recall the details, but Mama appeared weeks later, pregnant. Their families called it a blessing in disguise and urged marriage. ‘A bird in hand,’ they said, ‘is better than one abroad.’ And so Papa married Mama.

When Bidemi returned, she discovered that the man who had promised her forever was now married with a child. Their heartbreak was mutual. Yet Papa, bound by duty and honour, chose to stay with Mama. His love belonged to Bidemi, but his life belonged to another.

Papa admitted that those early years were agonising. He had to train himself to live with Mama without letting Bidemi’s name slip. He had to discipline his heart to love differently, to show loyalty and to build a respectable life. Mama knew. Deep down, she always knew Bidemi had his heart. But Papa gave her no reason to doubt his commitment. He was faithful, present, hardworking and over time their marriage grew into the admired union we all knew. What looked perfect from the outside had been forged in fire and sacrifice.

And then, after Mama’s death, fate brought Bidemi back. It wasn’t easy to rebuild trust after decades of silence. She had to be convinced that he was sincere, that this wasn’t some fleeting attempt to fill a void. Life had dealt her tough blows, and she wasn’t ready to risk being hurt again. Losing the love of her life to someone she thought was a friend, then being widowed so unexpectedly, had been more than enough pain.

But Papa wasn’t willing to let love slip away twice. This was his second chance. rare and miraculous. He intended to seize it. ‘Who in this life gets to love the same person twice?’ he asked me.

Before I left, he shared something else, something that lingered with me long after. He told me there had always been a question he wanted to ask Mama before she died, but he never dared. ‘Sometimes, what you don’t know cannot kill you,’ he muttered under his breath.

What could it have been? What question was so important that he couldn’t bring himself to ask, yet it haunted him even after Mama’s death?

That night, lying in bed, I scrolled through old family photos, reminiscing about the times we shared. Then suddenly, one particular photo caught my attention. It was our last Christmas together before Mama died. I paused, staring, and for the very first time, I noticed something I had never seen before. My eldest sibling, the firstborn, didn’t resemble the rest of us. His mannerisms had always been different, his looks distinct. Suddenly, Papa’s unasked question loomed large in my mind.

Could it be that Mama pinned a pregnancy on Papa that wasn’t his? Could that be the truth he quietly suspected but never voiced? A truth or is it a secret he chose to live with all his life?

We may never know. Or maybe one day we will.

The thought has been sitting quietly in my chest. Should I pry or just let the sleeping dog lie? My curiosity might hurt some people. It could rewrite everything we thought we knew about love, sacrifice and family. Maybe like Papa, I should let it sail.

But I will never look at my brother or remember Mama the same way again.

The Rule of Seven in marketing is a principle suggesting that brands engaging with a customer at least seven times are more likely to earn their trust and ultimately their business. It emphasises the importance of repeated interactions with potential customers to build familiarity, trust, and credibility over time. This principle underscores the idea that consistent communication and exposure increase the likelihood of converting leads into loyal customers.

So, how does the Rule of Seven actually work? It’s not about bombarding your prospects with repetitive messages until they cave in. Instead, it’s a strategic approach to nurturing relationships and building familiarity over time. Think of it as laying the groundwork for a meaningful connection.

Mastering the Rule of Seven: strategies to reach and convert your audience

i. Blog posts: establishing expertise and visibility

Start your journey towards the magic number by crafting blog posts that not only educate but also entertain your audience. Consistent and valuable content showcases your expertise while keeping your brand at the forefront of their minds.

ii. Social posts: engaging across platforms

Engage your audience on various social media platforms with informative content, intriguing insights, and behind-the-scenes glimpses of your brand’s personality. Interacting with your audience in their preferred spaces helps build rapport and increases brand recognition.

iii. E-mails: personalised communication for nurturing leads

Craft personalised and relevant emails that deliver value to your subscribers. Whether it’s sharing exclusive offers, industry updates, or helpful tips, e-mails provide a direct line of communication to nurture leads and foster deeper connections.

iv. Videos: captivating audiences with dynamic content

Leverage the power of video content to convey your message in a dynamic and engaging way. From captivating product demos to heartfelt customer testimonials, videos capture attention and leave a lasting impression on your audience.

Why is the Rule of Seven important in marketing?

The rule of seven holds a significant place in marketing strategies for several compelling reasons:

i. Building trust with customers

Regular interactions through various channels help establish trust with potential customers. By consistently demonstrating value and expertise, brands position themselves as reliable partners, fostering long-term relationships and brand recognition. This trust can also help overcome common objections to purchasing.

ii. Addressing diverse customer concerns

Engaging with customers multiple times provides ample opportunities to address different concerns they may have. Brands can tailor their messages to resonate with specific demographics or address varying needs, showcasing their understanding of customer challenges and solutions.

iii. Enhancing brand memorability

Multiple touchpoints ensure that the brand remains top-of-mind for customers throughout their buying journey. By repeatedly exposing customers to their message, brands increase the likelihood of being considered when it’s time to make a purchase, ultimately enhancing brand recall and recognition.

iv. Facilitating customer insights

With each interaction, brands gain valuable insights into customer behaviour and preferences. By analysing these interactions, brands can refine their marketing strategies, personalise communications, and tailor offerings to better meet customer needs.

v. Guiding customers through marketing funnels The Rule of Seven aligns with the stages of the marketing funnel, allowing brands to guide customers from awareness to conversion. By strategically targeting customers at different stages of the buying cycle, brands can nurture leads, build engagement, and drive conversions effectively.

vi. Providing feedback for continuous improvement

Regular customer interactions serve as a source of valuable feedback for brands. By actively listening to customer feedback and observing their behaviour, brands can identify areas for improvement, refine their offerings, and enhance overall customer satisfaction.

In essence, the Rule of Seven serves as a guiding principle for brands seeking to establish meaningful connections with their audience, drive engagement, and ultimately achieve marketing success.

Mastering customer interactions: tips for leveraging the Rule of Seven

Here are some practical tips to help you maximise your customer interactions and leverage the Rule of Seven in your marketing strategy:

a. Embrace diversity in communication

Expand your outreach efforts by diversifying your communication methods. Engage with your audience through various channels such as social media, email, or direct mailers. By reaching customers through different platforms, you can deepen connections and foster more personalised relationships.

b. Prioritise quality over quantity

Remember, it’s not just about bombarding customers with messages but delivering impactful content. Focus on crafting quality messages that resonate with your audience, rather than simply aiming to meet a specific quota. Quality engagement is key to building trust and loyalty.

c. Know your audience

Take the time to truly understand your customers before planning your marketing approach. By gaining insights into their preferences, behaviours, and pain points, you can tailor your interactions to better meet their needs and interests.

d. Stay informed about your competitors

Keep an eye on your competitors’ marketing strategies to stay ahead of the curve. Understanding the landscape can help you identify gaps in the market and determine which channels are most effective for reaching your target audience.

e. Utilise analytics

Leverage analytics tools to gain valuable insights into customer behaviour and engagement. Monitor metrics such as conversion rates and engagement levels to refine your approach and optimise your marketing efforts.

f. Develop a comprehensive marketing strategy

Create a well-rounded marketing strategy that covers all stages of the sales funnel. Ensure that your messaging resonates with customers at each stage, from awareness to conversion, to maximise effectiveness.

g. Foster genuine connections

The ultimate goal of the rule of seven is to build trust and connection with your audience. Add value to your interactions by providing relevant and meaningful content that resonates with your customers’ needs and interests.

Last line

Consistency is key to building and maintaining trust with your audience. Regardless of the channels you use, ensure that your messaging remains consistent and aligned with your brand identity. This helps reinforce your brand image and fosters familiarity with your audience.

A nonprofit organisation, Webfala Digital Skills for All Initiative (WDSFAI), has empowered 20 young women from underserved communities in Kwara State through its flagship programme, SheGrows Digital Bootcamp.

The 10-week bootcamp was designed to tackle socio-economic barriers faced by young women by equipping them with business, digital and soft skills relevant to today’s job market.

Supported by the Development Research and Projects Centre (dRPC), the programme also aimed to create a sustainable platform for young women to break the cycle of poverty, reduce dependence on external financial aid, and take control of their futures.

Speaking at the graduation ceremony for the participants, the organisation’s Executive Director, Nafisat Bakare, said the initiative provided participants with structured training sessions, mentorship, and hands-on learning activities to build competencies that would position them for self-employment or integration into the formal workforce. ‘The SheGrows Digital Bootcamp was created to empower girls and young women in underserved communities with digital, business, and life skills that enhance their employability, promote self-reliance, and foster long-term economic empowerment.

‘Over the course of the training, participants received practical instruction in areas such as social media management and advertising, graphic design, and essential life skills.

‘ Through group activities, interactive sessions, and personal assessments, they acquired foundational knowledge that can be directly applied to entrepreneurial or employment opportunities,’ she said.

Bakare added that the initiative would enable the beneficiaries to either secure decent jobs or start and scale their own ventures, thereby accessing economic opportunities, improving their livelihoods, and achieving financial independence.

The Nigerian Army has cautioned the general public against relying on unverified sources for information about its operations, following doctored images and misleading posts continue to flood digital platforms.

In a statement released on Friday, Appolonia Anele, Acting Director of Army Public Relations, emphasised that only the Army’s official social media channels should be regarded as authentic sources for updates and announcements.

According to Anele, the proliferation of misinformation poses serious risks to national security and public trust, especially when false narratives about military activities are circulated online without verification.

She said such acts can fuel panic, distort facts, and undermine the morale of troops deployed across the country.

‘The Nigerian Army urges the media and the public to confirm any report concerning its operations through our verified social media handles. This will ensure the dissemination of accurate, credible, and timely information,’ the statement read.

The official social media platforms of the Nigerian Army include: X (Twitter): @NigeriaArmyInfo and @HQNigerianArmy; Instagram: @NigerianArmyInfo and @HQNigerianArmy; Facebook: NigerianArmyInfo and HQNigerianArmy ,and YouTube: NigerianArmyInfoTV

It appealed to journalists and citizens to follow and amplify content from these verified channels as a collective effort to combat fake news and strengthen public understanding of the Army’s true engagements and contributions.

The statement added that the Nigerian Army remains committed to transparency and open communication with the media, noting that responsible reporting and digital literacy are vital in countering the influence of disinformation campaigns targeted at national institutions.

Troops of Operation Hadin Kai has said that it successfully repelled a coordinated terrorist attack in the Ngamdu general area, following a swift response by forces on ground and reinforcement elements from 29 Task Force Brigade.

Business Day reports that the Super Camp Ngamudu the military base in Kaga local government area came heavy attacks by outlawed ISWAP fighters.

In a statement by Sani Uba, Lieutenant Colonel, Media Information Officer, Joint Task Force North East Operation Hadin Kai in Maiduguri on Friday.

According to him, he revealed four soldiers were killed and others sustained serious injuries by the terrorists group during a daring attack on the base.

He said, ‘The terrorists employed Rocket Propelled Grenades (RPGs), armed drones, and command-initiated Improvised Explosive Devices, targeting troops and own platforms. Despite the intensity of the attack, troops held their ground and responded with superior firepower, inflicting significant losses on the terrorists.

‘Unfortunately, own troops recorded 4 x Killed in Action (KIA) and 5 x Wounded in Action (WIA). Additionally, some Mine-Resistant Ambush Protected (MRAP) vehicles and Gun Trucks (GTs) sustained varying degrees of damage during the encounter.

‘The terrorists attempted to prevent reinforcements and inflict further casualties by planting multiple IEDs along the Ngamdu-Damaturu Main Supply Route (MSR). This necessitated a temporary closure of the MSR, as engineers swiftly responded to clear 3 IED-laden spots. Following successful clearance, the MSR has now been reopened to both military and civilian movement.

‘In response to the attack, troops were immediately resupplied with critical logistics, including MRAP tyres and ammunition, to sustain operations and restore full mobility. Credible intelligence confirms heavy terrorist casualties, with reports indicating mass burials of about 15 bodies conveyed in pushcarts by the terrorists for burial around Bula Wura, near Wasaram.

‘As part of continued efforts to dominate the area, 29 Task Force Brigade has launched fighting patrols and exploitation operations aimed at denying the terrorists freedom of action and consolidating operational gains.

‘The gallantry and resilience of the troops have been commended and the public assured that normalcy would be sustained with operations ongoing to maintain peace and security in the area,’ the statement concluded.

Three towering figures of leadership and impact were celebrated at the African Economic Global Convergence (AEGC) 2025 Summit, receiving the prestigious Lifetime Achievement Award – The AEMA Black Prize for their extraordinary contributions to Africa and the world.

Those honoured include: Bashir Adewale Adeniyi, Comptroller General of Customs, Nigeria Customs Service; Kandeh Kolleh Yumkella, Former UN Under-Secretary-General and Special Representative of the Secretary General for Sustainable Energy and Professor Ibrahim Agboola Gambari, CFR, Former UN Under-Secretary-General, Special Adviser on Africa, and Nigeria’s Former Chief of Staff to the President.

The awards were presented during the high-level gala at The Yale Club of New York City, on the margins of the 80th United Nations General Assembly (UNGA80).

‘These leaders exemplify Africa’s finest – they are architects of policy, champions of innovation, and bridge-builders who have shaped global conversations for decades,’ said Mr. McEva Temofe, Convener of the AEGC 2025 Summit.

Bashir Adewale Adeniyi was recognised for his leadership in modernising Nigeria’s customs operations, facilitating trade corridors, and positioning Nigeria as a driver under the AfCFTA framework.

Kandeh Yumkella was honoured for his global advocacy on sustainable energy, economic transformation, and Africa’s role in climate-smart development.

Professor Ibrahim Gambari, received the award for his decades-long service to diplomacy, governance, and Africa’s strategic presence in the United Nations system.

The AEMA Black Prize – Lifetime Achievement Award is one of Africa’s highest recognitions of global excellence, presented annually to individuals whose contributions have had lasting impact on development, peace, and prosperity across borders.

This year’s AEGC Summit brought together Heads of State, ministers, investors, and UN leaders under the theme, ‘International Summit on Security, Economy, and Investment in the Global Space,’ with sessions on strategic investment, youth empowerment, and Africa’s pathway to global competitiveness.

As preparations begin for AEGC Malta and Beijing 2026, the recognition of these distinguished leaders underscores the Summit’s mission to spotlight transformational African and global leadership while fostering partnerships for a sustainable future.

The story of Kehinde Kamson begins in Lagos where she was born on August 14, 1961, as a twin and the youngest of six children. Her father, Adeleke Beniah Adelaja, was principal of CMS Grammar School, while her mother, Omoba Adebayo Evangelin Adelaja, ran Eva Adelaja Secondary School. Her parents were educators and so Kehinde and her siblings learnt the values of hard work, education and entrepreneurship from the start.Kehinde attended the International Women’s Society Nursery School in Lagos, and then University of Lagos Staff School. For secondary school she went to St Anne’s School, Ibadan. She completed her A-Levels at Queens College in Lagos, and then earned a Bachelor’s degree in Accounting from the University of Lagos and furthered her business education at Lagos Business School.

After graduating from the University of Lagos, Kehinde Kamson worked as a chartered accountant and held a role as Chief Accountant in an oil service company called Lummus Crest. During this time, she was already married to a man named Sir Yinka Olusoga Kamson, and so, decided to start a side business where she sourced fish amongst fish mongers in Lagos. Her little business was called ‘Fish Mongers’, and she ran it for 5 years before she eventually shut it down because it was bringing in little to no profits, and was entirely unsustainable.

After the unfortunate collapse of her first business, Fish Mongers, Kehinde Kamson refused to give up. Drawing on her childhood passion for baking, she launched another venture, a pastries and cakes business called Citycate – The City Caterers. Citycate quickly gained traction.

The demand was so high that Kehinde would rise as early as 3 a.m. every day to bake and deliver pastries to her clients before heading to work. As the workload intensified, she eventually left her job to devote herself fully to the growing business.Her pastries soon became a hit, particularly at the University of Lagos, where the medical school, Medilag, became her biggest market.

From there, her supply network expanded to include UTC, Leventis, and eventually, Mr Biggs. In one interview, Kehinde shared,’Mr. Biggs inspired me beyond imagination. It was not just the boost in my sales, but the impressions I had as I watched on a daily basis their sales staff counting away loads of cash. I must confess I found that cash counting sight very inspiring! The cash counting at Mr. Biggs went on the whole day, seven days a week, 365 days a year. My prayer point became, ‘Lord, make our money counting session be as long as Mr. Biggs!’Her partnership with Mr Biggs lasted for about four years before she decided to start her own fast-food restaurant, which she named Sweet Sensation Confectioneries Limited.

In 1994 she launched Sweet Sensation Confectionery Limited from a backyard shed, which used to be the gateman’s house, in Ilupeju, Lagos. Sweet Sensation started with modest beginnings selling simple meals and snacks including pastries, chicken, rice and ice cream, over time it grew into one of Nigeria’s foremost Quick Service Restaurant brands.

31 years later, the business has since grown to become one of the most successful chain of Quick Service Restaurant businesses in Nigeria with over 25 outlets across the country, over 2,000 employees and over 60 array of meals that are served daily.

Kamson has also championed innovation within her business. She has explained that innovation, quality service and keeping menus fresh have been central to staying competitive in Nigeria’s fast food sector.She is president of Restaurant and Food Services Proprietors Association of Nigeria (REFSPAN), the umbrella body for Quick Service Restaurants, and runs initiatives like the Sweet Sensation Education Support Scheme, which helps students from low income families and those with special needs, and a food security intervention to provide meals to underserved populations.

Kamson often recounts that her path has not been easy. She has also reflected on early challenges involving limited capital, balancing family responsibilities, logistics, and the constant pressure to deliver quality while remaining affordable,Through fluctuations in the market, shifts in consumer preference, and competition, her business has held on by leaning into customer experience, menu diversity, ambience, operations and adapting to changing times. The plan to launch a skill acquisition centre for undergraduates with interest in culinary skill and entrepreneurship is one of her recent moves to extend impact beyond just food business.

Nigeria and the United Kingdom have reached new agreements to strengthen cooperation on migration, criminal justice, and financial crime during the 2025 Nigeria-UK Migration, Justice, and Home Affairs Dialogue (MJHA) held in Abuja on Wednesday.

Details of the meeting were contained in a joint communiqué signed by Asari Allotey for Nigeria and Asim Hafeez for the United Kingdom, and released to journalists on Friday.

The annual dialogue, co-chaired by senior officials from the Nigerian Ministry of Foreign Affairs and the UK Home Office, is part of an ongoing partnership aimed at promoting secure borders, fair migration, and the rule of law.

A key highlight of the 2025 Dialogue was the reaffirmation of both nations’ commitment to return individuals without legal status in each other’s territories, under the framework of the 2022 Migration Returns Memorandum of Understanding (MoU).

‘Returning those that no longer have a legal right to remain in the UK is a top priority for the UK Government,’ the communiqué quoted the UK delegation as saying.

Both sides agreed to strengthen operational cooperation to ensure that all returns are conducted safely, humanely, and with respect for human rights.

The UK also announced progress in its electronic visa (e-visa) rollout, promising to extend the system across all visa categories by the time of the next MJHA meeting in 2026.

According to the communiqué, the UK has offered to ‘support Nigerian business travellers and simplify visit visa applications,’ as part of broader efforts to promote trade and investment.

Nigeria, in turn, pledged to share updates on its own Nigeria e-visa project, which is being developed to facilitate easier entry for international visitors, investors, and business partners.

On migration management, both countries agreed to fast-track the signing of a Memorandum of Understanding on Organised Immigration Crime, which will focus on tackling irregular migration and border crimes.

The UK further pledged to expand training programmes for Nigerian immigration officers, particularly in the Organised Immigration Crime Unit, to ‘enable wider coverage and cascading of knowledge for enhanced responsiveness.’

Nigeria and the UK agreed to collaborate on a Strategic Serious Organised Crime Threat Analysis, the first of its kind in West Africa.

Officials described it as ‘a historic agreement that demonstrates the solid commitment between the two countries on combating serious organised crime.’

During the meeting, the UK also formally handed over the Brighter Futures PREVENT programme to Nigeria’s National Counter Terrorism Centre (NCTC) under the Office of the National Security Adviser.

The initiative, designed to steer vulnerable youth away from organised crime and extremism, will now be fully run by Nigerian agencies.

Nigeria pledged to sustain the momentum of the programme and provide updates on implementation at both federal and state levels at the next dialogue in 2026, while also calling for ‘continued UK support beyond March 2026.’

On extradition, both countries agreed to strengthen cooperation to ensure faster processes and prevent offenders from escaping justice in either jurisdiction.

The communiqué noted that the UK would continue to share information with its courts regarding detention conditions in Nigeria, to maintain transparency in extradition cases.

They also resolved to hold quarterly technical meetings to review progress on extradition and broader criminal justice matters.

Discussions also focused on the Prisoner Transfer Agreement, with Nigeria calling for an update to align the document with current domestic laws, including the Nigerian Correctional Services Act 2019. Both countries committed to clarifying the process, timelines, and conditions governing the transfer and detention of prisoners.

To strengthen border and maritime security, the UK and Nigeria agreed to develop a new Memorandum of Understanding on Human Trafficking, while improving inter-agency cooperation on commodities trafficking, especially across the maritime domain.

The communiqué said both nations recognised ‘the importance of sustaining operational work on illicit commodities,’ with collaboration involving the Nigeria Customs Service, Navy, NDLEA, and UK law enforcement agencies.

The UK reaffirmed its commitment to support Nigeria in tackling illicit finance and money laundering, and to help establish a Public-Private Partnership on financial crime to strengthen detection, investigation, and prosecution capacities.

Both countries also vowed to work together on global reforms aimed at reducing illicit financial flows, improving transparency in financial centres, and enhancing the regulation of professionals who enable corruption and kleptocracy.

Nigeria and the United Kingdom are committed to monitoring the implementation of all agreements through ongoing consultations and performance tracking.

Your professional background is unique, combining high-level business strategy with rigorous legal expertise. What foundational philosophy drives your integrated approach to business development?

My philosophy is rooted in one conviction: viability must precede visibility. We have so many brilliant concepts, but few are built on the necessary legal and corporate infrastructure to generate sustained economic outcomes. My approach, proven with Zinn Arts Gallery, involves treating every entrepreneur as the founder of an enterprise, regardless of industry. This means implementing sound corporate structure, securing legal compliance, and establishing frameworks that protect and monetise intellectual capital from day one. This systemic foundation is what transforms passion into a predictable, scalable business.

Your specialisation is often defined by corporate structuring and legal foresight. When advising early-stage ventures, what are the first essential steps you take to ensure they are investment-ready?

The immediate priority is to de-risk the venture. This involves two essential components: First, corporate structuring. We ensure the legal entity is correctly established for scalability, investment, and cross-border operations. An improper structure can halt capital infusion instantly. Second, IP diligence. We perform comprehensive audits to confirm clear ownership of all assets: trademarks, copyrights, and proprietary methods. Investors require certainty that what they are funding is legally defensible. By proactively managing these areas, we shift the venture’s perception from a high-risk startup to an attractive, well-governed business.

As someone with a comprehensive understanding of global commercial regulations, how does that perspective directly influence your strategies for the international market development of a business?

My perspective provides a crucial vantage point: I see creative and technology-driven businesses as global commerce not as separate local markets. Art, innovation, and business are part of an interconnected trade system shaped by policy, regulation, and market behaviour. This means that when we design a market development framework, we go beyond local demand. We proactively analyse export potential, anticipate compliance with foreign licensing regulations, and build the corporate architecture required for cross-border distribution. Every strategic decision, from vendor contracts to collaborations, is designed to maximise global market sustainability and mitigate international legal exposure from the outset.

You founded Zinn Arts Gallery as a successful model for sustainable business. How has that experience prepared you for your next chapter?

Zinn Arts Gallery was, in essence, my proving ground. It allowed me to research, develop, and implement the precise legal and entrepreneurial frameworks needed to take creative output and commercialise it successfully. My work at May 19 LLC (my new U.S.-based venture) will not represent a career shift, but rather a direct extension of this established path. The foundation is the same: applying entrepreneurial innovation, strategic IP management, and cultural leadership to businesses seeking measurable industry impact, now scaled for the highly competitive U.S. and global technology venture markets.

Tell us more about May 19 LLC. What is its core value proposition, and how does it leverage technology to drive creative growth globally?

May 19 LLC is designed to be a strategic consulting and digital platform, focusing squarely on scaling and commercialisation. Its value proposition is integrating legal structure and technology. We utilise technology, including AI, to match a venture’s intellectual property with the right markets and potential investors. Furthermore, the platform offers resources focused on business education, mentorship, and structured revenue strategies, such as subscription fees and transaction-based models, to ensure founders can diversify and stabilise their income streams. Our aim is to provide the Founder’s Blueprint for going from concept to sustainable, global business.

Intellectual property is a cornerstone of your work. How do you help clients leverage their IP to attract investment and expand market access, beyond mere registration?

IP registration is just the first step; strategic IP management is where the value lies. We guide artists, creatives, and other clients through turning their intellectual property into a transferable business asset. This means developing strong licensing systems and contract frameworks that allow them to generate passive revenue streams. When we approach an investor, we present the IP not as a cost, but as a quantifiable, defensible asset that guarantees market exclusivity, significantly increasing the valuation and commercial credibility of the business.

As a dual-licensed attorney, what unique advantages do you bring to early-stage businesses?

The dual-licensing capability is important for any business with international ambitions. I provide an integrated legal and commercial perspective that can simultaneously structure an entity for global compliance and simultaneously negotiate international business transactions, avoiding legal conflicts that often arise from mismatched contracts or regional regulatory hurdles. This integrated legal foresight is essential for any startup or enterprise aiming for international market development and long-term success.

Your vision includes scaling ventures and mentoring entrepreneurs globally. What is the expected impact of this work on the global economy and innovation sector?

My specialisation directly addresses a structural need: equipping talented entrepreneurs, especially those scaling innovative concepts, with the necessary legal and corporate tools to succeed. The work through May 19 LLC is expected to stimulate innovation by attracting high-potential international and domestic enterprises, creating jobs (including for web developers, marketers, and skilled strategists), and adding new, commercially viable businesses to the global economy. This accelerates the rate at which creative and tech-driven ideas transition from ideation to commercial success.

In your experience, what metrics are most indicative of the long-term commercial viability of a business?

Beyond gross revenue, which can be misleading, I prioritise three core metrics. First, The Commercialisation Rate: How quickly and effectively is the business converting new IP into revenue-generating products or licenses? Second, The Margin of Defensibility: This is a qualitative assessment of the strength of their legal and IP protections. How easily can they be replicated or challenged? Third, Repeat Market Engagement: Do the business models support recurring revenue (subscriptions, renewed licensing) that demonstrates market sustainability, rather than relying solely on one-off sales?

What is your long-term vision for the field of business creation, and how will your work through Zinn Arts Gallery and May 19 LLC lead this evolution?

My long-term vision is to democratise sophisticated business structure. I see a future where high-potential creative entrepreneurs, regardless of their background, have immediate access to the legal strategy and technology required for global scaling. Through Zinn Arts Gallery and May 19 LLC, we are building the definitive Founder’s Blueprint to achieve this. Our work is the strategic application of knowledge, proving that with the right corporate structure and IP defense, any innovative concept can evolve into a significant global business.