Category: Business Day

Bluebulb, a UK-regulated fintech firm, has officially launched its operations in Nigeria as part of its mission to help African businesses move, manage, and access money globally through trusted and compliant digital infrastructure.

The company stated that it is entering the Nigerian market to enable corporations and businesses access to multiple remittance and treasury management options that simplify international transactions.

Ola Daramola, CEO and Co-founder of Bluebulb, said the move was inspired by his personal experience navigating payment and remittance challenges faced by African businesses.

‘Africa’s challenge was never ambition – it was the absence of trusted rails to move value with compliance and speed. That’s why we built Bluebulb,’ Daramola said.

Daramola noted that his firsthand experience with the complexities of cross-border finance inspired the creation of Bluebulb to close the gap for African enterprises. Since its inception, the fintech has supported more than 2,000 business customers across 35 countries, facilitating transactions for over 800 African corporations in 2024 alone, according to company data.

Seun Oladimeji, Bluebulb’s director of business growth, emphasised the company’s mission to modernise how African businesses participate in global trade.

‘The global market moves over $190 trillion annually across borders (Statista 2024), yet African businesses remain constrained by outdated systems. Bluebulb is changing that,’ Oladimeji said.

As part of its Nigerian debut, Bluebulb also announced the rollout of an AI-powered self-service treasury dashboard, designed to give Chief Financial Officers (CFOs) and treasury teams real-time visibility into their financial operations.

The platform integrates automated compliance checks and predictive analytics to help businesses manage liquidity and international payments with greater confidence.

A recent Travel + Leisure ranking has revealed the top five most beautiful cities in Europe, as voted by nearly 180,000 readers. The survey highlights destinations celebrated for their history, culture, and timeless charm.

From Disney-like castles perched on hilltops to cobbled alleys winding through centuries-old districts, Europe continues to captivate travellers with its architectural splendour and romantic appeal.

The list reflects readers’ admiration for cities that balance heritage and beauty, offering more than just postcard views but immersive experiences steeped in art, cuisine, and tradition. While the full ranking spans the continent, it reaffirms Europe’s status as the ultimate destination for those seeking authentic, old-world elegance.

Here are the top 5 most beautiful cities in Europe, according to travel experts.

Rome, Italy

Rome placed fifth, with a score of 88.91. Often described as an open-air museum, the Italian capital is known for its vast collection of ancient monuments and religious landmarks. Visitors continue to explore the Colosseum, the Pantheon, and numerous Renaissance and Baroque churches. St. Peter’s Basilica in Vatican City, designed in part by Michelangelo, remains a central feature of Rome’s landscape. Santa Maria Maggiore and the Pantheon, first a Roman temple and now a Catholic church, show how centuries of architecture and faith are layered throughout the city.

Beyond its major landmarks, Rome’s narrow cobblestone streets and fountains such as the Fontana di Trevi continue to attract travellers from around the world. For many, the city’s enduring appeal lies in its ability to connect ancient heritage with daily life.

Istanbul, Turkey

Istanbul ranked fourth with a score of 89.47. Spanning both Europe and Asia, the city is a meeting point of cultures. Its architecture reflects Byzantine, Ottoman and modern influences. The Hagia Sophia, once a Byzantine basilica and later a mosque, and the Blue Mosque are among its most visited sites.

The Dolmabahçe Palace, often called the ‘Turkish Versailles’, showcases Ottoman design, while Galata Tower offers panoramic views of the city. The neighbourhoods of Balat and Fener, known for their colourful facades and antique shops, illustrate the mix of old and new that defines Istanbul.

Granada, Spain

Granada came third, scoring 89.48. Located in southern Spain’s Andalusia region, the city retains visible traces of its Moorish past. The Alhambra, an extensive fortress and palace complex built by North African rulers, dominates the skyline. Below it lies the Albaicín district, a maze of narrow streets, whitewashed houses and preserved Moorish baths.

Following the Christian reconquest, Granada became home to several significant churches, including the Basílica de San Juan de Dios and the Granada Cathedral, both examples of post-Renaissance architecture. The city’s layered history continues to shape its identity.

Seville, Spain

Seville, the capital of Andalusia, ranked second with a score of 89.49. The city reflects centuries of Roman, Moorish and Spanish influence. Its historic district, Santa Cruz, is home to Seville Cathedral and the Alcázar, both built on earlier Islamic structures.

Across the Guadalquivir River, the district of Triana is known for flamenco, ceramics and traditional tapas bars. Plaza de España, a semi-circular square surrounded by canals, remains one of the city’s most recognisable landmarks and a gathering place for residents and visitors alike.

Florence, Italy

Topping the list with a score of 90.08, Florence was named Europe’s most beautiful city by Travel + Leisure readers. Widely seen as the birthplace of the Renaissance, it was home to figures such as Leonardo da Vinci, Galileo Galilei and Machiavelli.

The city’s skyline is defined by Brunelleschi’s dome, part of the Cathedral of Santa Maria del Fiore, and the historic Ponte Vecchio bridge. Streets lined with ochre-coloured buildings and views from Piazzale Michelangelo continue to draw visitors. For many, Florence’s lasting influence on art, science and architecture makes it a living record of European creativity.

Can you tell us about your journey before THL? What shaped you?

I am an entrepreneur, business leader, and logistics professional. My professional life has been in logistics, sales, technology, and operations, with leadership roles including chief operating officer at Red Star Express (FedEx). I am also a husband, father, mentor, and someone who believes in service-driven leadership. My guiding philosophy is simple: People. Service. Technology. That’s how I approach both business and life.

My career is rooted in logistics. At Red Star Express, I worked on major projects and learned firsthand how logistics is the backbone of any economy. But I also saw the systemic logistics gaps in Nigeria and Africa. That experience convinced me that Africa needed a fulfillment infrastructure designed for its realities. That conviction birthed THL.

Why did you decide to start The Hub Terminus Limited (THL)?

We wanted to solve a problem that was stifling African businesses. MSMEs, retailers, and even multinationals lacked reliable and affordable fulfillment solutions. Warehousing was fragmented, inventory management was manual, and last-mile distribution was costly. THL was created to bridge that gap by providing the infrastructure businesses need to scale.

I say ‘we’ because THL was co-founded by Victor Ukwat and me. Our founding team and indeed our entire staff have been amazing. We wouldn’t be where we are today without every single one of them.

How did THL move from idea to reality? What were the first steps?

We started with customer interviews and a pilot facility, then invested in infrastructure and training. We built our Order Management System (OMS) to give clients visibility from day one, signed partnerships, and adopted an asset-light footprint while we validated demand.

What verticals or sectors does THL play in?

THL operates across multiple verticals: retail, FMCG, e-commerce, pharmaceuticals, and manufacturing support. We also work with startups and MSMEs who need flexible, tech-enabled fulfillment without heavy upfront investment. Each vertical has unique needs, and our model allows us to tailor services. whether it’s sensitive items or high-turnover SKU management for e-commerce brands.

What were the biggest early challenges, and how did you overcome them?

Capex pressure, trust building, and talent upskilling. We mitigated capex through a hybrid model, built trust with tight SLAs and transparent dashboards, and invested heavily in people and process, because execution quality is everything in fulfillment.

You have a People. Service. Technology. (PST) philosophy. What does it mean to you?

It’s the foundation of everything we do. People come first, because technology means nothing without passionate, well-trained people to drive it. Service is our commitment to consistency, reliability, and transparency for our clients. And Technology is the enabler that allows us to scale these values efficiently. So, PST isn’t just a slogan; it’s how we design our workflows, hire our teams, and measure success. It keeps us human but scalable.

How central is technology to your model?

A: It’s the spine. Our OMS gives clients live visibility, stock, orders, dynamic reporting, SLAs, and exceptions. We use scanning, audit trails, and analytics to cut errors and improve pick rates.

What makes THL stand out from other logistics players?

What sets us apart at THL is our people who deliver with passion, our flexibility to adapt to every client’s needs, and our technology that drives efficiency and transparency.

We know you’re grounded in providing services in Nigeria, but are you looking at scaling regionally?

Absolutely. Nigeria is our base, but Africa is our playground. We’re already exploring strategic partnerships and opportunities in Ghana, Kenya, and South Africa. The AfCFTA gives us a clear framework for regional trade, and our goal is to create a connected fulfillment network that supports cross-border e-commerce and regional manufacturing supply chains. We call it our Pan-African Fulfillment Grid.

How favorable are government policies to your operations?

Policies shape our sector directly. Though laudable, the removal of fuel subsidies raised transport costs, inflation reduced purchasing power, and FX volatility affected imports. But there are also positives; FDIs, a steadying economy, AfCFTA, and trade facilitation policies create opportunities for local and cross-border growth. At THL, we adapt by focusing on efficiency, diversifying our model, and exploring alternatives.

The economy has been challenging. How are you navigating it?

Resilience and innovation. We’ve optimized throughput without doubling staff. We’ve leaned on collaboration like 3PL partnerships, and we continue to invest in automation and tech to cut inefficiency. Our philosophy is that every challenge is an opportunity to innovate and that’s how we’ve stayed strong.

Being married, how has family influenced your journey?

Yes, I’ve been married for over 23 years, and we are blessed with two kids. Family is my foundation. They balance the pressures of entrepreneurship and give me strength when challenges come. My wife and children have been my greatest supporters, and they remind me constantly that my work must go beyond profits; it must leave a legacy of opportunities for the next generation.

You’re also CEO of the William Bamah Foundation. What is its mission, and why the name William Bamah?

Capacity building and philanthropy. We mentor youth, support entrepreneurs with practical skills, and provide relief where it’s needed. Building companies matters; building people matters even more.

The foundation was named after my father; William Bamah Oyarekhua his first and middle name. He means a lot to me, and I miss him deeply. He was known for his big heart, his humility, and his commitment to helping others. Naming the foundation after him is my way of continuing that legacy of compassion, service, and generosity.

Outside of work, who is Jayson? What do you enjoy doing?

I love movies, music, and hanging out with friends over drinks. I also enjoy reading, writing, and mentoring. Through LinkedIn, I share leadership insights and help develop future leaders. I love to learn. Above all, I value family time; those moments recharge me and remind me of what truly matters.

What change are you trying to create with THL, and what’s your leadership style?

THL is more than brick and mortar. We are: Empowering MSMEs to scale with access to affordable infrastructure. Creating jobs and skills for young people. Lowering consumer costs through supply chain efficiency. Strengthening regional trade by providing the fulfillment backbone for AfCFTA.

We’re unlocking Africa’s growth potential. That’s the real change. For leadership style, it’s transformational, situational, calm, standards-driven, and human. I rely on emotional intelligence to earn trust and on clear metrics to drive performance. People do their best work when expectations are explicit and support is real.

What leadership lesson would you have wished you learned earlier, and what’s been your proud moment as a founder?

Hire values first, skills second, and document everything. Great SOPs and the right attitudes outperform raw talent without structure. For me, the proudest moments are when I see businesses finally able to scale after trusting THL with their fulfillment. Many clients come to us weighed down by stockouts, manual inventory headaches, and professional personnel issues. Once we take over, they suddenly have the infrastructure, systems, and visibility they need to grow. I’ve watched MSMEs expand into new markets, retailers add new product lines with confidence, and e-commerce brands improve customer trust because orders are accurate and on time. That’s deeply fulfilling.

Where do you see THL and yourself in five years?

In five years, THL will be the fulfillment hub of 1st choice in Nigeria and expanding into Africa. Our ambition is to be the partner every business thinks of when they think of fulfillment in Africa. I see myself still building, still mentoring, and still leading. I want to keep contributing to Africa’s growth story, not just through THL but also through the William Bamah Foundation, through training, and through the people I have the privilege to mentor. For me, entrepreneurship is about impact and legacy.

What would be your advice to young African founders?

Pick a real problem. Start small. Move fast. Build SOPs and dashboards early, price with discipline, and invest in people. The market rewards reliability more than rhetoric.

Why is customer service such a critical pillar for sustainable business growth, especially in today’s competitive market?

Customer service is the heartbeat of any successful enterprise, irrespective of where it is located or the sector in which it does business. In an environment where products and prices are often similar, service becomes the true differentiator.

It’s the human connection that builds trust and loyalty. Customer service is not a department. It is a culture that defines how an organisation interacts, solves problems, and creates value at every touchpoint. There is sufficient evidence that when customers feel heard, respected, and valued, they don’t just stay; they become ambassadors of the brand. That’s why for any business that truly seeks sustainability, every week should be Customer Service Week.

‘Accessibility is an essential part of customer service. A great product means little if it’s not easily available. That’s why we’re strategically expanding our retail and service station network nationwide.’

Customer Service Week is celebrated globally to highlight the importance of customers in business success. What does this week mean to you as an executive?

For us at Pinnacle Oil and Gas, Customer Service Week is not just another date on the corporate calendar – it is a reaffirmation of who we are and what we stand for. Our business philosophy has always been built around the customer. This should ideally apply to any business that is interested in a long-term future.

For us, every litre of fuel we dispense, every jerrycan of lubricant we produce, and every service we render is ultimately aimed at making our customers’ lives easier, safer, and more productive. In particular, this year’s Customer Service Week theme, ‘Mission: Possible’, strongly aligns with our culture. We believe that excellent service is not just possible; it is the standard we must deliver consistently. Customer Service Week allows us to pause, reflect, and celebrate the people who make our work meaningful, our customers and our frontline staff who embody our values daily.

You mentioned that service excellence should be a standard for all organisations. Can you elucidate?

The ideology of constantly improving service excellence and delivery should permeate all sectors, whether it be retail, telecommunications, media, manufacturing or pure service delivery. This is because the nature of our age and evolving society demands that organisations should continuously push to do things better.

Innovation, for us, is not limited to technology; it’s about constantly finding smarter, faster, and more efficient ways to serve our customers.

From product formulation to station design to customer feedback systems, we are continuously improving. For example, we have introduced automated customer feedback systems across retail stations. Through a simple QR code, customers can share their experiences instantly, allowing us to respond and improve in real time.

Operationally, our Lekki Free Zone facility remains one of the most advanced petroleum storage and distribution infrastructures in West Africa. It significantly reduces vessel turnaround times, improves supply chain efficiency, and ultimately translates into a more stable, reliable fuel supply to our stations nationwide. In essence, innovation at Pinnacle means anticipating customer needs before they even articulate them – and then exceeding their expectations.

Let’s talk about Pinnacle’s network expansion. How does this fit into your vision for customer service excellence?

Accessibility is an essential part of customer service. A great product means little if it’s not easily available. That’s why we’re strategically expanding our retail and service station network nationwide. We are currently in the process of opening new service stations in key cities and locations across the country, including Lagos, Enugu, and Abuja, as well as other parts of the country.

Each station is designed with customer convenience in mind, safe fuelling areas, clean restrooms, convenience stores, and customer-friendly layouts. Of course, these service stations will be staffed with well-trained personnel who will ensure that more Nigerians can experience the Pinnacle standard of service wherever they are.

Your organisation has made significant investments in infrastructure over the years. Could you share some highlights of these investments and their national impact?

One of our most significant achievements is the Pinnacle Offshore Intake and Storage Facility – a landmark investment that has revolutionised the way petroleum products are received and distributed in Nigeria. This facility enables direct offshore discharge of petroleum products, reducing logistics bottlenecks and demurrage costs. We have also invested heavily in our truck loading gantries, automation systems, and quality control laboratories to ensure every product meets the highest standards.

In addition, we are investing in human capital development through continuous training in customer engagement, health and safety, and technical operations. Our investment has been driven by the philosophy that the Nigerian people deserve only the best, and we continually raise the bar in response to the evolving demands of society.

One of Pinnacle’s fast-growing product lines is its range of lubricants. What makes Pinnacle’s lubricants unique in the Nigerian market?

Our lubricant line, branded as Pinnacle Pibreum and Dyzeum, is a product of advanced engineering and a deep understanding of Nigeria’s driving conditions. Every formulation is designed to withstand heat, dust, and heavy traffic. The formulation of the products was based on research in a market where consumers are increasingly demanding high-quality products that also fulfil the constraint of affordability. We like to say that our lubricants are tested by engineers and trusted by engines.

How do you ensure product quality and authenticity, given the challenge of counterfeit products in the market?

Quality assurance is a non-negotiable part of our business. Every batch of lubricant is tested in-house with advanced technology to verify performance and durability.

We have unique tamper-proof packaging in place. We also work closely with the Standard Organisation of Nigeria (SON) and the Nigerian Midstream and Downstream Petroleum Regulatory Authority (NMDPRA) to maintain compliance and consistency with nationally set standards.

Most of your executives emphasise the slogan ‘reaching the pinnacle’. How does this reflect your approach to business and customer engagement?

That slogan encapsulates our philosophy: helping every customer, employee, and partner reach their own pinnacle of achievement. We see ourselves not just as an oil and gas company, but as a partner in progress – powering the aspirations of Nigerians in every sphere of life.

This is something that is lacking in Nigeria, where many organisations still do the barest minimum in terms of customer satisfaction. But I acknowledge that as technology develops and more people disseminate information faster, many organisations are putting in place measures that have drastically improved customer service. But clearly, more needs to be done at various levels of our society.

Finally, what message would you like to share with Pinnacle’s customers this Customer Service Week 2025?

To all our customers across Nigeria, we say a heartfelt thank you. You are the reason we exist, the reason we innovate, and the reason we strive to be better every single day. As our founding father often says, ‘At Pinnacle, service excellence is not a destination. It’s a continuous journey. Our goal is to keep powering lives, fuelling progress, and helping every customer reach the pinnacle of their ambitions.’

Clinical psychologists have identified lifestyle pressures, academic stress and social media influence as key contributors to emotional instability among Nigerian university students.

This was stated on Friday during Caleb University’s campus mental health awareness seminar organised in partnership with the department of Psychology to commemorate World Mental Health Day.

Themed, ‘Demystifying Mental Health issues among University students’, the 2-day seminar was aimed at educating young people on the importance of recognising, addressing and managing mental health challenges common in academic environments.

Ayodeji Ajayi, a clinical psychologist from Yaba Neuropsychiatric Hospital, identified several common mental health issues affecting modern-day youth, emphasising how lifestyle pressures, academic stress and social media influence contribute to emotional instability. Ajayi, in a presentation entitled, ‘The Most Common Mental Health Issues Among 21st Century Youth,’ categorised mental health conditions into distinct types. He also highlighted the importance of self-awareness and self-care practices, encouraging students to prioritise rest, build healthy social connections and seek professional help whenever necessary.

Olalekan Asikhia, Vice-Chancellor, Caleb University, represented by Adesola Ajayi, Deputy Vice Chancellor, research, innovation, strategy and administration (RISA), noted that the programme couldn’t have come at a better time as it was seriously needed now more than ever before especially among young Nigerians.

The second speaker, Gbenusola Akinwale, from the Department of Psychology, University of Lagos, explained that while mental health awareness had gained more attention among youths, misconceptions and stigma still exist.

She discussed both the positive outcomes of open mental health discussions such as improved empathy, self-expression and access to therapy and the downsides, including the casual misuse of mental health terms and self-diagnosis trends on social media.

In today’s economy, data is the new oil, and integrity is the refinery. Yet as artificial intelligence (AI) continues to shape industries, it also creates fresh vulnerabilities. From financial fraud and identity theft to deepfake manipulation, cybercriminals are leveraging AI faster than most organisations can adapt. The true question for every business leader today is simple: Can your systems, people, and policies withstand an intelligent attack?

AI is transforming cybersecurity from static defence to predictive protection. However, without ethical governance, the same technology meant to protect can just as easily deceive. To future-proof our businesses, we must not only innovate but also regulate, securing both data and the moral code that drives digital intelligence.

1. The era of smart threats

Cyber threats have evolved beyond basic phishing and password breaches. Today, hackers deploy AI-driven algorithms capable of learning from defence systems and adjusting in real time. These ‘smart threats’ mimic human behaviour so convincingly that even trained professionals struggle to detect them.

The implications are staggering. A manipulated dataset can crash a stock market. A falsified document can trigger a loan approval. A deepfake video can destroy reputations within minutes. The war is no longer fought on firewalls; it is now fought on perception, speed, and trust. For this reason, AI cybersecurity is not a luxury investment; it is a national security necessity, and Nigeria must wake up to this woke generation.

2. Building a multi-layered AI defence

The most advanced protection model today is Ensemble AI, which is a system where multiple AI tools collaborate to detect, predict, and neutralise anomalies. It mirrors a team of specialists: one monitors behaviour, whilst another tracks access points, and a third forecasts potential breaches using predictive analytics.

Yet technology alone cannot save us. The success of these systems depends on human oversight, strong ethical frameworks, and transparent data practices. Each layer, from machine learning algorithms to human operators, must align with the organisation’s core values. When moral character is compromised, no technology can sustain trust.

‘An organisation that integrates integrity in business culture into its algorithms safeguards its brand and its legacy in this new digital data-driven world.’

3. The role of human vigilance

Artificial intelligence is only as honest as the people behind it. Human vigilance remains the last line of defence against manipulation and complacency. Organisations that rely solely on automation without accountability are building castles on digital sinking sand. Every staff member, from the boardroom to the back office, must understand their role in data integrity. Cybersecurity is not an IT issue; it is a leadership issue that must be given priority in decision-making. Training employees to recognise digital fraud patterns, maintaining ethical reporting channels, and encouraging whistleblowing are part of a culture that resists compromise. In a data-driven economy, morality is not optional; it is operational.

4. Ethical governance and compliance

AI systems must operate within ethical guardrails. Companies must create governance policies that guide how AI interacts with data, employees, and customers. This includes regular audits, AI transparency statements, and third-party evaluations. Institutions such as banks, fintechs, and insurance companies now face stricter scrutiny from regulators regarding AI-driven decision-making. Bias in credit scoring or automated customer screening can lead to ethical and legal consequences. True compliance begins not in paperwork, but in principle. Moreover, business leaders must adopt ethical AI charters and frameworks that align innovation with responsibility. An organisation that integrates integrity in business culture into its algorithms safeguards its brand and its legacy in this new digital data-driven world.

5. Collaboration beyond borders

Cybersecurity cannot be isolated. No nation, institution, or private firm can protect itself alone. The digital economy operates in a shared ecosystem, and breaches in one area can ripple globally. Nigeria, for instance, must invest in public-private partnerships where private investigators, cybersecurity firms, and government agencies collaborate to secure digital infrastructure.

Global cooperation, shared threat intelligence, and cross-sector response systems are vital for a secure future. Collaboration transforms defence from reaction to resilience.

6. Financial crime and AI manipulation

The intersection of AI and finance introduces both opportunity and danger. While predictive algorithms improve fraud detection, they also create new attack surfaces. Fraudsters now deploy AI-generated false identities, synthetic bank statements, and automated ‘bot laundering’ operations. Businesses must go beyond compliance and adopt proactive forensic technologies that combine behavioural biometrics, blockchain validation, and AI anomaly detection. Prevention must be continuous, not periodic.

In the financial sector, every transaction now carries a moral signature. Protecting integrity means protecting national prosperity. Kreeno Consortium helps Nigerian companies implement cutting-edge AI risk management advisory solutions that improve business security, compliance, debt collection, private investigation, and trust. To learn more about this, send an email to [email protected] and WhatsApp: +234 902 148 8737.

7. Cyber insurance and the future of risk

As threats intensify, cyber insurance is becoming a corporate essential. However, coverage is no replacement for resilience. Policies should complement and not replace internal cybersecurity structures. Forward-thinking organisations are adopting AI-driven risk dashboards that trace and track vulnerabilities in real time online, enabling executives to make well-informed decisions. The future of business belongs to those who can quantify, anticipate, and mitigate digital risk before it manifests.

8. The moral code of technology

Ultimately, the greatest cybersecurity system is not made of algorithms or firewalls but of conscience. The moral architecture of a nation determines the strength of its systems. When business leaders treat integrity in business as a policy, employees learn to treat honesty as a culture.

As Scripture reminds us, ‘Righteousness exalts a nation.’ The same is true for corporations. AI may be intelligent, but only the character of the individuals writing the system gives it purpose. The future of cybersecurity will depend not on how fast machines can think, but on how truthfully humans can act.

Conclusion: Integrity is the new firewall

Technology changes fast, but values are timeless. As we enter a world where machines can predict, learn, and even deceive, businesses must anchor progress in principle. AI can build empires, but only integrity can sustain them. The future belongs to those who secure both their data and their conscience. In an age of intelligent systems, moral intelligence remains humanity’s greatest defence.

In 2011, a junior engineer at NASA quietly voiced concerns about the heat shield design of a spacecraft. At first, his worries were brushed aside; after all, senior experts had signed off on the design. But he persisted, armed with data and conviction. His courage to speak up and the eventual willingness of leaders to listen led to design changes that averted what could have been a catastrophic failure.

History remembers the leaders. But it is often the followers’ voice, rising at critical moments, that alters the trajectory of organisations. In thriving cultures, that voice is not dismissed; it is amplified.

‘Too many organisations install ‘suggestion boxes’ but build cultures where speaking up is quietly punished. True leadership builds cultures where dissent is welcomed, debate is thoughtful, and new perspectives are treated as assets, not threats.’

Last week, we explored why trust is the cornerstone of followership. Trust builds the relational bedrock upon which people are willing to follow, contribute, and commit. But trust alone is insufficient. Voice is the instrument through which trust is expressed. Without it, organisations risk stagnation, groupthink, and avoidable failure.

Studies by Harvard Business School show that companies where employees feel ‘psychologically safe’ to speak up are not only more innovative but also less prone to ethical lapses and operational blind spots. Google’s landmark Project Aristotle found that psychological safety was the number one predictor of team effectiveness. It was not expertise, seniority, or resources that made the difference, but the freedom to voice concerns and ideas without fear.

In contrast, when followers’ voices are muted by fear, bureaucracy, or ego-driven leadership, organisations drift into dangerous territory. The 1986 Challenger disaster is one of history’s starkest reminders. Engineers had raised concerns about the O-ring seals in cold weather, but their voices were downplayed in the rush to meet deadlines. The result was a tragedy that shook the world.

Voice is not about rebellion; it is about responsible contribution. In healthy followership, speaking up is an act of loyalty, not defiance. Followers who care about the mission raise uncomfortable truths, offer fresh ideas, and hold the mirror up when leaders cannot see their blind spots.

And here is the key insight: Voice is relational. Followers speak when they trust leaders to listen. Leaders listen when they trust followers to speak with wisdom, not sabotage. This symbiosis determines whether organisations adapt or atrophy.

For leaders, the challenge is twofold: creating space for voice and learning to listen deeply when it emerges. Too many organisations install ‘suggestion boxes’ but build cultures where speaking up is quietly punished. True leadership builds cultures where dissent is welcomed, debate is thoughtful, and new perspectives are treated as assets, not threats.

This means leaders must examine their reflexes. Do you reward conformity or curiosity? Do your meetings invite genuine dialogue or subtly signal that the real decisions have already been made? When a follower raises a dissenting view, is your first instinct to defend, dismiss, or explore?

Consider the case of Toyota’s famed production system. Factory workers are empowered to pull the ‘andon cord’ and halt the entire production line if they notice a flaw. This act, far from being punished, is celebrated. Why? Because Toyota recognises that voice at every level safeguards excellence at every level.

Or look at Netflix. Its ‘freedom and responsibility’ culture expects employees to act in the company’s best interest, but it also assumes that their voices will challenge norms. Leaders do not simply tolerate those voices; they rely on them to stay agile in a rapidly changing industry. This posture allows Netflix to adapt quickly to new realities and avoid the complacency that often cripples legacy organisations.

The practical implications for leaders are profound. Cultures of voice do not emerge accidentally; they are architected. It begins with setting a clear tone that no idea is too small, no concern too inconvenient, and no perspective too junior. It involves modelling curiosity, asking real questions, and showing that feedback changes outcomes. It also requires leaders to build rituals that make voice part of the organisational rhythm. Whether through structured feedback loops, open forums, or informal conversations, consistent practice turns voice into a cultural norm rather than a risky exception.

What kind of culture are you nurturing: one where voices are amplified, or one where they are absorbed into silence? How often do your followers see their ideas influence actual decisions? When was the last time someone challenged your thinking, and you changed course as a result? These questions reveal the health of your leadership ecosystem.

This week, choose one setting, whether a team meeting, strategy session, or casual conversation, and shift from speaking to listening. Ask a genuine question, then wait. Do not interrupt. Do not rebut. Just listen. Spotlight at least one follower’s idea publicly and take concrete steps to explore it. This simple act can signal more powerfully than any memo that voice is valued.

Great leaders do not monopolise the microphone; they hold it up to their people. Voice is not noise; it is the music that keeps organisations alive. Leaders who know how to listen unlock reservoirs of insight, innovation, and commitment that no amount of authority alone can command.

Nikki May, NLNG-prize shortlisted writer, has said that BusinessDay’s candid review of her book made her cry.

BusinessDay had reviewed and endorsed May’s book, This Motherless Land, on Sunday, October 5, 2025.

Having been shortlisted for the NLNG Prize for Literature, May stated in a note to Nia Ihuoma Alexxis: ‘Your review made me cry. With joy. You got it. I am grateful.’

Nia Ihuoma Alexxis commended Nikki May’s work in response to the discussion on the 2025 Nigeria Prize for Literature shortlist in the Executive Bookshelf in the Sunday edition of BusinessDay.

She stated, ‘Some books entertain you. Some move you. And then there are the ones that take you by the hand, drag you across the pages, and leave you feeling transformed. Nikki May’s This Motherless Land clearly fits into that last category.

‘This Motherless Land is not just a novel; it’s an entire journey. It’s Lagos traffic and Somerset rain; it’s cousins who become each other’s lifeline; it’s grief, jealousy, inheritance, identity – and that complicated kind of

love that isn’t romantic but still manages to feel earth-shaking. May gave us Wahala, and now she’s back – bigger, bolder, and, dare I say, even better.’

Nia Alexxis then affirmed, ‘3x is a stunning, moving, funny, and unforgettable work. Buy it. Please read it. Lend it out. Snatch it back before your friend forgets.’ And if it does go on to claim the NLNG Prize, you’ll be able to say you knew before the judges did.’

BusinessDay discussed the shortlisted works. Poet, dramatist, and journalist Uzor Maxim Uzoatu previously reviewed the works of Chigozie Obioma, author of ‘The Road To The Country.’ The remaining piece is Oyin Olugbile’s Sanya.

Nikki May is one of two female writers on the three-person shortlist. Oyin Olugbile is the other. Chigozie Obioma is the only remaining male.

It came down to these three outstanding authors from 152 entries. A winner of the $100,000 prize will emerge this Friday at the Grand Awards Night. The literature prize is the main event, as the Science Prize Committee ruled that none of the entries was good enough.

In a statement, NLNG declared, ‘The Advisory Board of The Nigeria Prize for Science has announced that there will be no winner for the 2025 edition, following the judges’ dissatisfaction with the overall quality of entries received.’

Speaking at a press briefing in Lagos, Barth Nnaji, chairman of the Advisory Board, explained that after a rigorous adjudication of the 112 entries submitted this year, none was found suitable for the Prize. He stated that the

decision, though difficult, reinforced the board’s commitment to upholding the integrity of the selection process and protecting the reputation of the prestigious Nigeria Prize for Science.

He noted that the Prize is not just about rewarding scientific output, but also about safeguarding the values of creativity, originality, and scientific rigour that define truly outstanding work.

‘To lower the bar would be to betray the trust of the public and diminish the legacy of the Prize itself,’ Nnaji, a professor, affirmed.

He commended the courage and dedication of all who submitted entries, noting that their efforts reflect discipline and a desire to contribute to both national and global scientific

discourse. He emphasised that excellence transcends effort, requiring innovation, mastery of craft, and the ability to leave a lasting impact on human thought and development.

The board chairman called on Nigerian scientists, researchers, and innovators to be inspired by the judges’ verdict to do more and strive higher.

‘The Nigeria Prize exists to celebrate only the finest achievements, work that embodies originality, withstands scrutiny, and elevates scientific discourse. Where these qualities are absent, we cannot, in good conscience, bestow the Prize,’ he stated.

Switch, Sterling Bank’s cross-border payments and diaspora banking platform, has partnered with Thunes, a global payments network based in Singapore. The collaboration will allow Nigerians in the UK and Europe to instantly fund their Naira accounts at home, with no additional fees.

The new service enables customers to link their UK or EU bank accounts to Switch and transfer money directly to Nigeria in seconds. It supports British pound (GBP) and euro (EUR) transactions to the naira (NGN). More currency options, including USD and CAD, are expected soon.

Through the partnership, Thunes’ Direct Global Network has been integrated into Switch’s infrastructure. It is noted that this ensures instant settlements, transparent foreign exchange rates, and zero transfer charges. Ayodeji Saba, Head of Switch and Remittance at Sterling Bank, described the partnership as a turning point for Nigerians in the diaspora.

‘This is about speed, simplicity, and control,’ Saba said. ‘Nigerians in the UK and Europe can now link their pound or euro accounts directly to Switch and instantly top up Naira for bills, family support, or investments at home.’

He added that the service is secured with BVN and NIN verification, offering a smooth and compliant transfer experience.

‘With Switch and Thunes, Nigerians abroad can top up their Naira accounts in seconds, starting from £10 or pound 10, with zero fees,’ he said. ‘It’s instant, seamless, and secure – setting a new benchmark for Africa’s diaspora banking experience.’ Daniel Parreira, Senior Vice President for Sales, Africa, at Thunes, said the collaboration will make cross-border payments more accessible and transparent for Nigerians.

‘By joining Thunes’ Direct Global Network, Switch customers in the UK and Europe will enjoy instant and dependable transactions,’ he said. ‘It gives the diaspora more control over their finances and immediate access to funds at home.’

The move comes as competition intensifies in Nigeria’s remittance and cross-border payments market. In recent months, fintechs such as Moniepoint have expanded aggressively into global transfers with the launch of MonieWorld. Platforms like Flutterwave’s Send, Grey, and LemFi are also targeting the same segment, offering instant remittances and multicurrency accounts to millions of diasporan Africans. Industry analysts say these innovations reflect growing efforts to capture Nigeria’s $20 billion annual remittance inflow, one of the largest in Africa. The market has become a key battleground for banks and fintechs seeking to build loyalty among the diaspora community and drive foreign exchange liquidity into the country.

Thunes operates one of the largest global payment networks, connecting over 7 billion mobile wallets, bank accounts, and 15 billion cards across 130 countries. It processes payments in more than 80 currencies and partners with major firms including Uber, PayPal, Revolut, Deliveroo, and Remitly.

Islamic State of West African Province (ISWAP) has attacked military base and many soldiers feared dead in Kaga local government area of Borno state on Friday morning, sources said.

BusinessDay exclusively gathered that the terrorists group stormed the military Super Camp in Ngamudu along Maiduguri-Damaturu highway at about 2am and opened fire on soldiers on duty.

According to the source, the military has blocked Maiduguri-Damaturu following the attacked.

‘The terriorists came around 2:am and started shooting sporadically, the attacked lasted for about one hour and many soldiers may have lost their lives, unfortunately the wounded soldiers have been taken to Damaturu for medical attention.’

The source added that the wounded soldiers has been conveyed to Damaturu Specialist Hospital for immediate medical treatment.

Another security source further told our Correspondent that reinforcements troops from Benisiek and Mainok stepped on landmines.

Motorists are currently stranded as military and other security agencies are working to secure the area.