Category: Business Day

At least two people were reportedly killed and seven others injured in a midnight clash between herders and farmers on Wednesday in Dagaceri, Birniwa Local Government Area of Jigawa State.

Report has it that the incident was as a result of longstanding disputes over land and grazing rights which has also caused chaos and forced many residents to flee the area.

SP Shi’isu Adam, the Jigawa State Police public relations officer, confirmed the attacks on Thursday afternoon, noting that seven suspects have been arrested in connection with the incident.

According to him, ‘We recovered bows and arrows, cutlasses, phones, and local charms at the scene and immediately launched Operation Salama to restore peace’.

Hassan Abdullahi, an eyewitness described the incident as terrifying. ‘People were running in all directions as attackers set fire to homes. It was a night filled with fear and confusion.’

Izaddeen Usman, another resident also shared his ordeal saying, ‘I hid with my children in the bushes. The loud screams made it clear that lives were in danger.’

Malam Garba, an elder in the area, called for peace, urging parties to seek dialogue over violence. ‘We cannot afford more bloodshed; peaceful resolutions are the only way forward,’ he said.

Usman Tela, another community leader, expressed hope that harmony will return soon so people can live and farm without fear.

Security forces have continue to patrol the area to maintain calm after the attack, as displaced families try to rebuild their lives.

Bala Nura, a human rights activist on his part condemned the violence and called on the government to intervene urgently to protect vulnerable residents.

He also appealed to the conflicting parties to embrace dialogue and peaceful coexistence to prevent further suffering across the state.

Nura stressed the need for security agencies to act decisively against perpetrators to safeguard human rights.

Attempts to obtain comments from the herders leadership through the Jigawa State branch of Kautel Houre, proved abortive, as calls to the forum’s chairman went unanswered despite numerous tries.

An insider told reporters that government officials are arranging peace talks and exploring the establishment of grazing reserves to minimise future conflicts.

Fans planning to attend the 2026 FIFA World Cup should brace for record-breaking expenses, as ticket prices for the tournament in the United States, Mexico, and Canada have soared to unprecedented levels.

The 2026 World Cup, featuring 48 teams across three host nations, is shaping up to be the most expensive World Cup in history.

FIFA’s newly introduced dynamic pricing system, used for the first time at a World Cup, has triggered sharp price hikes just days after ticket sales opened.

Prices Surge Within Days

According to The Athletic, ticket prices surged within days of the first sales window. For the Round of 16 match at MetLife Stadium in New Jersey, Category 1 tickets rose from $895 to $935, before climbing further to $980.

Similarly, prices for the fourth quarterfinal in Kansas City increased from $1,125 to $1,180 for Category 1 tickets, while Category 2 seats went up from $765 to $825.

The quick adjustments, continued ticket availability after 48 hours of sales, and soaring resale listings suggest that some fans are willing to pay what others have called ‘astonishing’ and ‘unacceptable’ prices.

Limited Access for Fans

FIFA made about one million tickets, roughly 15% of the total inventory, available during the first sales phase. From a pool of approximately 4.5 million applicants, only a small fraction were randomly selected. Each buyer was limited to four tickets per match and a maximum of 40 tickets overall.

Reports indicate that ticket prices for at least nine matches were raised after just one full day of sales, as FIFA adjusted prices based on demand.

The cheapest ticket for the World Cup final at MetLife Stadium in East Rutherford, New Jersey, now starts at around $6,300, with resale listings exceeding $25,000, more than ten times what fans paid at Qatar 2022.

Fans and Analysts Condemn FIFA’s Move

The pricing surge has drawn widespread criticism from supporters and analysts, who accuse FIFA of prioritising profit over fan access.

‘This is not ‘making football truly global’; this is the privatisation of what was once a tournament open to all,’ said Ronan Evain, Executive Director of Football Supporters Europe. ‘FIFA seems unable to understand that it needs fans in the stands, the life, the atmosphere, the colours, the diversity.’

Infantino Defends Dynamic Pricing

FIFA President Gianni Infantino defended the pricing model, citing examples where dynamic pricing helped lower costs at the 2023 Club World Cup in the U.S.

‘For us, the important element is to fill stadiums and give opportunities to people to come,’ Infantino said.

However, many fans argue that such reassurances offer little comfort, especially after paying top dollar for less competitive group-stage matches.

Opening Match Ticket Breakdown

Ticket prices for the opening matches highlight the growing disparity:

Mexico’s opener: $370 – $1,825

Canada’s opener: $355 – $1,745

United States’ opener: $560 – $2,735

As excitement builds for the 2026 tournament, fans are paying heavily just for a chance to attend, even without knowing which teams they’ll see.

A Tournament for the Wealthy?

Critics warn that the 2026 World Cup risks becoming a tournament for the wealthy, alienating the passionate core supporters who bring energy and atmosphere to football’s biggest event.

With prices continuing to rise ahead of the December 5 group-stage draw, the 2026 World Cup is poised to be both the largest and most expensive tournament in FIFA’s history.

A prosecution witness on Thursday told a Federal Capital Territory (FCT) High Court in Maitama how multi-million-naira withdrawals were made from the Kogi State Government account in transactions linked to the ongoing trial of former governor Yahaya Adoza Bello.

The sixth prosecution witness (PW6), Mshelia Arhyel, a compliance officer with Zenith Bank Plc, made the revelation while testifying before Justice Maryanne Anineh. The Economic and Financial Crimes Commission (EFCC) is prosecuting Bello alongside Umar Shuaibu Oricha and Abdulsalami Hudu on a 16-count charge bordering on criminal breach of trust and money laundering involving ?110.4 billion.

Led in evidence by prosecution counsel Kemi Pinheiro, Arhyel told the court that the third defendant, Abdulsalami Hudu, made several multi-million-naira withdrawals from the Kogi State Government House account in early 2016.

‘On the 19th January 2016, there were five debit entries, of which the beneficiary of these withdrawals is Abdulsalam Hudu. On 12th February 2016, there were 21 debit entries and the beneficiary is Abdulsalam Hudu; eight of the withdrawals were ?10 million each. Additional nine of the withdrawals were also for Abdulsalami Hudu,’ she said.

The witness further disclosed a pattern of frequent cash withdrawals below the ?10 million threshold. ‘On 17 and 18 February 2016, there were various cash payments, and on 24th, 25th and 26th February and the 3rd of March 2016, there were various cash withdrawals in favour of Abdulsalam Hudu. In the withdrawal of 3rd of March 2016, there were 37 transactions and all are below ?10 million. There are consistent multiple cash withdrawals on different dates by Abdulsalam Hudu. They were all below the ?10 million and below the threshold,’ she said.

Arhyel also told the court that in 2018, more large withdrawals were made in Hudu’s name. ‘On 30th and 31st January 2018, there were cheque withdrawals by Abdulsalami Hudu which were ?10 million each. On 30th January 2018, the total cash withdrawals amounted to ?350 million and on 31 January 2018, the withdrawals totalled ?357,267,000 – everything totalling ?757,267,000 in two days,’ she testified. She also presented account statements for several other entities, including Aleshua Solutions Services, noting that on May 6, 2022, transactions included transfers of $2,500 from B.O. Rosemary Chukwuma and two separate $5,000 transfers to an individual identified as Yau.

Arhyel further revealed that on December 6, 2016, the Kogi State Internal Revenue Service made payments totalling ?202,302,740.20, followed by ?101 million in cash withdrawals in favour of Jamiu Salawo. Additional withdrawals of ?66 million and ?167 million were also made in April 2017.

The court also heard from Victoria Oluwafemi, a compliance officer with Polaris Bank, who appeared as the fifth prosecution witness (PW5) on Wednesday. She told the court that SFC Foods Limited received credit transactions from different sources amounting to ?450 million on December 21, 2021, while JIT Agric Limited received multiple transfers totalling ?150 million on December 23 and 24, 2021.

Defence counsel J.B. Dauda, SAN, and A.M. Aliyu, SAN, objected to the admissibility of the documents presented by the prosecution, arguing non-compliance with Sections 83, 84, and 165 of the Evidence Act.

However, prosecuting counsel Pinheiro urged the court to discountenance the objections.

Justice Anineh adjourned the matter till November 12 and 13, 2025, for continuation of trial.

Romano Nigeria has once again reaffirmed its position as a leader in the men’s grooming industry, proudly clinching the coveted ‘Outstanding Fragrance of the Year’ award at the prestigious Edge Awards 2025.

The recognition is a testament to Romano’s commitment to delivering world-class fragrances that blend sophistication, confidence, and timeless appeal for the modern Nigerian man. Competing against top international and local brands, Romano stood out for its distinctive range of products – Romano Classic, Romano Attitude, Romano Force, and Romano Gentleman in Deodorant sprays, deodorant roll-ons, and EDPs, each tailored to reflect a unique personality and lifestyle.

Speaking on the award, the management of Romano Nigeria expressed gratitude to loyal consumers who have embraced the brand over the years. ‘This achievement reflects the trust and preference of Nigerian men who choose Romano to define their style and presence. Winning this award motivates us to keep innovating and delivering fragrances that inspire confidence and leave a lasting impression,’ the company stated.

The Edge Awards, known for spotlighting excellence across industries, recognized Romano for consistency in quality, unique scent formulations, and the brand’s impact in shaping the grooming choices of today’s man.

With its bold and refreshing variants, Romano Classic for timeless elegance, Romano Attitude for the confident go-getter, Romano Force for the dynamic and adventurous, and Romano Gentleman for the refined modern man, Romano continues to set the standard for men’s fragrances in Nigeria.

This milestone not only celebrates Romano’s excellence but also strengthens its promise to remain the go-to fragrance for men who value sophistication and individuality.

So far, the journey of the Radisson Hotel Group in the African hospitality market has been marked with impressive feats, with Nigerian being one of its key markets and a big contributor to the feats on the continent.

Since 2011, when it opened Radisson Blu Anchorage Lagos, its flagship hotel in Nigeria, the international hospitality company, headquartered in Brussels, Belgium, has been intentional with the expansion of its portfolio in the country.

From a single hotel, the group now has 13 hotels and over 1700 rooms in operation and under development across Nigeria, while being very well on track to reach its target of 15 hotels in Nigeria by 2025.

From Park Inn by Radisson, Radisson, Radisson Blu, the group is scaling up its brand offerings in the Nigeria market with the Radisson Collection, its luxurious and highest brand.

In 2023, the group inked an agreement with Avalon Intercontinental Nigeria Limited, its longtime partner, for the development of Radisson Collection Hotel and Conference Center, Abuja.

Then, Tajudeen Owoyemi, chairman, Avalon Intercontinental Nigeria Limited, assured that the proposed hotel will be delivered in 36 months from February 2023.

As expected, since that agreement and assurance, the market and especially the discerning guests, are in anticipation of the new brand.

True to the Avalon Intercontinental’s assurance, the new hotel, a 10-storey building with two basements, is almost set and will change both the hospitality offerings and the skyline of Abuja on its opening.

The Radisson Hotel Group is also excited with the speed and the new hotel is sure going to be delivered on schedule. The Group’s faith in its Nigerian partner is based on Avalon Intercontinental’s long-lasting relationship, credibility and smooth running of its three hotels in Lagos: Park Inn by Radisson Victoria Island, Radisson Ikeja and Radisson Blu Ikeja.

Why the much anticipation for the new brand?

If you have visited any of the over 30 Radisson Collections across the world, you will marvel at the very high and sustained level of leisure, purposefully curated for the discerning guests.

From Berlin, Milan, Manchester, Venice, Moscow, Riyadh, Stockholm, Copenhagen, London and other destinations where Radisson Collection has berthed, the magnificence of the iconic properties speaks volumes on attention to details in offering guests premium leisure.

Moreover, Radisson Collection, which is, no doubt, the most luxurious of the many brands of Radisson Hotel Group, features a new generation of iconic properties in one-of-a-kind spaces.

In the collection are exceptional hotels, with no two ever the same and each with a unique character authentic to its locality.

Again, the modern designs of Radisson Collection blend elegance in form and function, making each hotel the ultimate destination for those who value vibrant and luxury lifestyle.

Radisson Collection Hotel and Conference Center, Abuja

The latest and most luxurious outlet is located in Maitama District, one of the most sought after and exclusive areas in Abuja, which is next to the Aso Rock.

When completed the new-build and Abuja’s first luxury hotel will offer 249 well-appointed rooms, ranging from standard, apartments to lofts and presidential suites.

Spanning across almost 3000 square meters, the meeting spaces of Radisson Collection Hotel and Conference Center, Abuja, will consist of a dividable conference hall, five meeting rooms, a board room, as well as a pre-function area.

The hotel will be a 45-minute drive from the Nnamdi Azikiwe International Airport, amid proximity, major attractions such as Wuse Market, the city’s most popular market, Jabai Boat Club, a water based recreational facility and family entertainment center, among others.

Moreover, the new development will enable Abuja to join prime destinations of RHG, while placing Radisson Hotel Group firmly on track to achieve 15 hotels in Nigeria by 2025.

It would be recalled that at the signing ceremony in Lagos, Erwan Garnier, senior director, development, Africa at Radisson Hotel Group, reflected Radisson’s excitement insisting that with a vast potential for significant scale, both Nigeria and its capital city, Abuja represent key markets within the group’s robust development strategy to reach 150 hotels across Africa within the next five years.

Radisson is also excited with its success in the Nigerian market attributing it to the credible partners, whom it has long-standing relationship with, especially Avalon Intercontinental Nigeria Limited that owns three hotels the group operates in Lagos.

‘About 65 percent of our hotel owners have more than one property with Radisson Hotel Group, which is a testament to our commendable owner retention,’ Radisson Hotel Group noted.

Meanwhile, Avalon Intercontinental Nigeria Limited is eager to open the hotel when completed soon, and thereby, extending its partnership with Radisson Hotel Group.

Again, and more importantly, Avalon Intercontinental will be uplifting the hospitality landscape of Abuja with the debuting luxury lifestyle hotel offering like no other within the city.

As anticipation builds for the opening of Radisson’s luxury lifestyle brand for experience-driven travelers to the city of Abuja, the guests and the market are on the lookout.

What began as a homegrown innovation platform in 2022 has now evolved into a globally recognised event that mirrors the standards of top-tier conferences like CES, Web Summit, and TechCrunch Disrupt.

TechQuest International Conference 2025, powered by Tixafest Solutions wasn’t just another tech gathering. It was a powerful reminder that Africa’s innovators are no longer waiting for validation; they are creating global standards.

The conference celebrated excellence, creativity, and collaboration, solidifying TechQuest’s position as one of the continent’s leading platforms for technological advancement.

‘TechQuest 2025 reaffirmed Africa’s place on the global innovation map.’ From the main stage presentations to the breakout hackathon sessions, the atmosphere was charged with the energy of young developers, visionary entrepreneurs, and seasoned industry leaders united by one goal: to shape Africa’s digital future.

Since its inception in 2022, TechQuest Events has transformed from a modest conference into a pan-African hub for creativity and collaboration. The platform was conceived by Tixafest Solutions, a dynamic software development company committed not only to delivering high-quality digital products but also to building communities around technology and innovation.

Through its annual conferences, hackathons, and awards, TechQuest has consistently provided a space for visionaries to meet, exchange ideas, and co-create solutions to some of Africa’s most pressing challenges. What sets it apart is its focus on bridging local innovation with global exposure, empowering both startups and established organisations to compete at international levels.

This year’s edition pushed the boundaries even further. With a hybrid participation model, TechQuest 2025 attracted attendees from across Africa, Europe, Asia, and North America. Whether physically present in Lagos or connecting virtually from Nairobi, Accra, Johannesburg, or London, participants experienced a seamless, world-class conference that celebrated Africa’s growing digital ecosystem.

The 2025 conference was a three-fold experience: the TechQuest Awards, the TechQuest Hackathon, and a series of innovation showcases and keynote sessions. Each segment reflected the event’s dedication to excellence and its mission to position Africa as a key player in the global innovation economy.

The TechQuest Awards

The highlight of the evening was the TechQuest Awards, a ceremony honouring individuals and organisations driving transformative change in technology, entrepreneurship, and social impact. From software engineers pioneering new frameworks to women leading AI research and fintech founders revolutionising payments, this year’s winners represented the best of Africa’s tech ecosystem.

Each award category was meticulously curated to reflect emerging industry trends and align with international recognition standards. Winners were not only celebrated for their achievements but also spotlighted as ambassadors of African innovation to the rest of the world.

The TechQuest Hackathon

Another core pillar of the event was the Hackathon, a live showcase of technical creativity and problem-solving. Over the course of 48 hours, teams of young developers, designers, and data scientists built cutting-edge prototypes addressing real-world challenges in sectors like health, education, and sustainability.

Guided by an esteemed panel of judges drawn from leading tech companies and academia, participants demonstrated skill, resilience, and innovation that left attendees inspired. Many of these projects are expected to evolve into fully-fledged startups in the coming months, underscoring TechQuest’s commitment to nurturing homegrown solutions.

Hybrid Global Participation

In a testament to its growing influence, TechQuest 2025 was designed as a hybrid event, combining physical and virtual experiences. This model made it possible for international audiences to join sessions, engage in panel discussions, and network with African innovators in real time.

The global accessibility didn’t just broaden participation, it amplified TechQuest’s message: Africa is open for collaboration. ‘From Lagos to Nairobi, innovators are proving that the future is being built right here in Africa.’

The 2025 awardees were not only recognised for their groundbreaking innovations but also for their consistency, leadership, and impact on Africa’s digital transformation journey.

These winners, drawn from across the continent, embodied the spirit of resilience and forward thinking that defines the African tech community.

Their stories resonated with attendees, young coders saw themselves in the innovators being celebrated, and investors found fresh confidence in Africa’s growing potential. From pioneering AI applications in agriculture to designing blockchain systems for transparent governance, each recipient stood as proof that innovation is thriving across the continent.

In his closing remarks, a representative of Tixafest Solutions noted that the awards were more than just recognition, they were a call to action for the next generation.

The goal, he said, is to ensure that Africa not only consumes technology but also shapes its evolution.

TechQuest’s international significance lies in its structure and vision. It mirrors global conferences that combine networking, thought leadership, and recognition in a single experience.

However, what sets TechQuest apart is its African soul, the celebration of ingenuity born from necessity, creativity shaped by culture, and solutions tailored for real challenges on the continent.

Through the years, TechQuest has continued to position Africa as a central player in the global innovation economy.

By providing exposure, mentorship, and access to funding opportunities, it has become a springboard for startups and individuals looking to make a mark beyond their borders.

In many ways, TechQuest is doing for Africa what platforms like Web Summit did for Europe and TechCrunch Disrupt did for Silicon Valley: creating visibility, attracting investment, and fostering collaboration.

One of the strongest legacies of the TechQuest movement is its influence on young innovators. The annual hackathon, mentorship sessions, and award recognitions inspire thousands of students, developers, and entrepreneurs to pursue their ideas with confidence.

By bringing together professionals across industries, from finance to healthcare, education to entertainment, TechQuest continues to demonstrate that innovation thrives where ideas intersect. It has also become a model for how African tech events can operate with global precision while retaining local relevance.

As the curtain closed on TechQuest 2025, anticipation began building for next year’s edition. The organisers officially opened the call for nominations for the TechQuest Awards 2026, slated for August 2026. Startups, innovators, organisations, and individuals are invited to submit entries that showcase excellence, impact, and creativity in technology.

The 2026 edition promises to expand its reach, with new categories that reflect emerging trends like green tech, AI ethics, and social innovation. It’s another opportunity for Africa’s brightest minds to gain international recognition and contribute to shaping the continent’s future.

TechQuest’s mission has always been clear: to bridge innovation with community impact and ensure that technology serves people, not just markets. As Tixafest Solutions continues to lead this initiative, the message is stronger than ever, Africa is not behind; Africa is becoming the benchmark.

By sustaining partnerships, celebrating excellence, and driving collaboration, TechQuest is redefining what it means to build technology in Africa.

And as 2025’s edition reminded the world, the continent’s innovators aren’t waiting for the future, they’re building it, one idea at a time.

The Israeli military said on Friday that a cease-fire had come into effect at noon and that its soldiers were repositioning themselves within Gaza.

In a statement, the military said that soldiers in the Southern Command would ‘continue to remove any immediate threat.’

The statement came after the Israeli government approved a deal early on Friday between Israel and Hamas.

Benjamin Netanyahu, the Israeli prime minister, said in a recorded statement on Friday that the cease-fire deal would allow Israel to bring back the remaining hostages while maintaining its forces in Gaza.

Israel would not compromise on the rest of its demands, he added, including that Hamas lay down its weapons and that Gaza be demilitarized. But Hamas regards disarmament as tantamount to surrender and views armed struggle as a legitimate form of resistance against Israeli control over Palestinian lands.

‘If this is achieved the easy way, so much the better. If not, it will be done the hard way,’ Mr. Netanyahu said. It was not immediately clear what the situation on the ground in Gaza was on Friday, but Arab news media showed thousands of people walking along the seaside road from southern to northern Gaza.

Avichay Adraee, a military spokesman, said the Israeli military would allow Palestinians in southern Gaza to travel along major roads to the north. But he warned people not to approach several areas across Gaza where Israelis troops would remain active, saying those places were ‘extremely dangerous.’

On Thursday night, the Israeli military said it had struck a site in northern Gaza, which it said was being used by Hamas fighters who ‘posed an immediate threat’ to Israeli troops.

Gaza’s Civil Defense emergency rescue service said the site was a residential building that dozens of people were believed to be in at the time of the strike.

According to the text of the deal released on Friday by Mr. Netanyahu’s office, the Israeli military would move to new deployment lines inside Gaza by early Saturday. Hamas would then have 72 hours to return all of the hostages, including the bodies of those who have died.

The text also said ??Israel had authorized the release of 250 Palestinian prisoners serving life sentences in Israel and 1,722 Gazans detained during the war who were not involved in the Oct. 7, 2023, attacks, including 22 people who were under the age of 18.

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.