Asianet Pakistan Private Limited

As artificial intelligence transforms how organisations operate, leaders are under growing pressure to adapt. Beyond understanding new technologies, they must learn to embed AI into decision-making, team structures, and company culture. A Financial Times analysis revealed that 374 SandP 500 companies mentioned AI in their earnings calls last year, most in positive terms, yet few could point to concrete productivity gains.

Experts say the problem isn’t the technology but leadership alignment. Many organisations fail to link AI to their value propositions or adjust how teams work. Research involving more than 300 board directors shows that fear among employees and poorly designed AI pilots often block progress.

According to recent academic studies, leading effectively in the age of generative AI requires a new set of competencies. The skills that once defined executive success are no longer enough to navigate the rapid transformation ahead.

Experts say five key skills will determine which leaders succeed in this new era.

1. Span organisational boundaries

AI leadership starts with building diverse networks. Research shows that people connected across industries and professions are more likely to innovate. In Diffusion of Innovations (2003), Everett Rogers explained that technology spreads faster when people observe credible peers using it and understand how it applies to their own work.

For executives, this means engaging with regulators, technologists, startups, and leaders in other sectors. Exposure to different viewpoints helps leaders grasp both the opportunities and risks of AI. In executive classrooms, those who have used AI often guide peers on practical lessons, sharing what works and what does not.

Satya Nadella demonstrated this approach when he became Microsoft’s chief executive. He invited leaders of small tech firms acquired by Microsoft to attend the company’s annual strategic meeting. The result was a broader exchange of ideas that strengthened collaboration and innovation.

Leaders who operate across these boundaries are better positioned to introduce new insights into boardroom discussions and drive informed decision-making.

2. Redesign organisations

AI creates value only when companies change how they work. Studies have shown that productivity gains depend on new processes, incentives and structures-not the technology alone. Many firms simply attach AI to old workflows and see little improvement.

Leaders must decide when to automate, when to use AI to assist human judgment, and when to keep control in human hands. They also need to focus on building new business models rather than only cutting costs.

At SAP, chief financial officer Dominik Asam has led a major redesign of finance and back-office operations using AI. His team automated routine work, redirected staff towards higher-value tasks, and used data-driven insights to allocate resources more efficiently.

At Russell Reynolds, an executive search firm, managers assign AI ‘agents’ defined tasks while employees handle more complex work. This redesign not only improves productivity but also reshapes organisational culture.

PepsiCo took a similar step by merging its strategy, transformation and technology functions under Athina Kanioura. The move enabled AI to drive process improvement across the business. Leaders who act as organisational architects can turn AI into a source of growth rather than disruption.

3. Orchestrate team collaboration

AI’s greatest value often emerges in collective decision-making. At Amazon, finance teams now use AI for analysis and forecasting, integrating insights directly into senior meetings. This provides a stronger evidence base for key discussions.

However, effective collaboration requires more than technical use. Studies show that results improve when teams interact with AI iteratively-treating it as a ‘teammate’ rather than a tool. Some experiments even assign AI the role of ‘devil’s advocate’ to challenge group consensus and promote critical thinking.

Leaders must learn to balance human and algorithmic inputs while maintaining psychological safety. Teams should feel comfortable questioning AI outputs and discussing errors. The best leaders act as conductors, ensuring that both people and technology contribute to shared goals.

4. Coach and develop talent

AI adoption depends on people, not just systems. Workers need guidance, encouragement and space to experiment. Data from millions of managerial job postings in the United States shows a shift away from supervision toward coaching and collaboration.

Jean-Philippe Courtois, who led global sales, marketing and operations at Microsoft, replaced a long-standing inspection culture with one based on coaching. Managers were trained to listen, support learning, and use digital dashboards for real-time feedback. The change freed time for client engagement and made the organisation more adaptive to AI-driven forecasting tools.

As automation handles repetitive tasks, leaders must help employees build new capabilities that complement AI. They must act less as inspectors and more as teachers, ensuring that their teams grow alongside the technology.

5. Lead by example

When asked how leaders can remain relevant in the age of AI, Courtois offered a simple answer: ‘Use AI every day.’

Donna Morris, Walmart’s chief people officer, follows this advice. She uses AI tools such as ChatGPT when beginning executive searches and for personal tasks like travel planning and research. Her regular use of AI signals to others that experimentation is welcome.

Yet, studies show that many senior leaders speak positively about AI without actually using it. This gap weakens credibility. Leaders who use AI personally build genuine fluency, recognise low-quality outputs, and model curiosity for their teams.

By demonstrating hands-on use, leaders create the social proof that accelerates adoption across their organisations.

Nigeria’s crude oil production fell to 1.39 million barrels per day in September from 1.43 million barrels per day (mbpd) recorded in August 2025, the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) report has revealed.

According statistics which was released on Saturday, the total crude oil and condensates production for the month of September 2025 fell to an average of 1.581 million barrels per day, with total condensate at 191,373 mbpd.

The NUPRC in a statement signed by Eniola Akinkuotu, head, Media and Strategic Communication, attributed the development to the three-day industrial action by the Petroleum and Natural Gas Senior Staff Association of Nigeria (PENGASSAN), which resulted in the shutdown of some production and export facilities.

The Commission also noted that two strategic facilities had a scheduled turnaround maintenance which led to a reduction in overall production.

‘In September, the industry recorded total crude oil and condensate production of 47.43 million barrels which reflects a modest 1.61 percent year-on-year increase in average daily crude oil and condensate production year on year.

‘This is a slight improvement over the 1.55 million bopd recorded in the same month of 2024, an uptick that suggests incremental progress.

‘However, when measured on a month-on-month basis, crude oil and condensate production slightly dropped by 3.09 percent in September 2025, compared to the 1.63 million bopd recorded in August 2025,’ it stated. The Commission also noted that the total production is September is 93 percent of the OPEC quota of 1.5 million bopd.

During the review month, peak combined crude oil and condensate production hit 1.81 million bopd, while the lowest was 1.35 million bopd. Analysis of production by the top eight streams shows Forcados Blend accounted for 15.86 percent of total production, while Bonny Light accounted for 13.31 percent of September production.

QUA IBOE was third accounting for 9.88 percent; ESCRAVOS Light contributed 8.96 percent, while BONGA Crude delivered 6.83 percent of production in the review month.

Also, AGBAMI Condensate accounted for 4.94 percent; ERHA Crude accounted for 4.55 percent, while Amenam Blend accounted for 4 2 percent of production.

What role did your early education in Nigeria play in shaping who you are today?

Studying at the University of Lagos gave me more than an academic foundation; it gave me resilience. Back then, the student onboarding, enrollment, and accommodation processes weren’t streamlined. Navigating those challenges required persistence, resourcefulness, and a strong community. Those qualities have carried through my career. Every time I face a new project or leadership challenge, I think back to those days in Lagos, where success meant being patient, creative, and resilient. Studying at the University of Lagos taught me resilience. That resilience has carried me through every challenge since.

Tell us about your first role in technology.

My very first role was as a data analyst intern on a social impact project. I was responsible for cleaning data to ensure timely payments, reporting on both qualitative and quantitative program impact, and overseeing the delivery of several projects. It may not have seemed glamorous at the time, but it taught me discipline. Handling raw, messy data and turning it into something meaningful for decision-making showed me the power of data and the importance of precision. Data wasn’t abstract; it determined whether people received the support they needed on time. That realisation sparked my passion for building reliable data systems.

What continues to drive you in your career?

Learning and innovation. Technology evolves so quickly, and with every new project, there’s a chance to solve problems that genuinely make a difference in the world. That combination of constant learning and impact is what keeps me going.

You’ve founded Code and Culture. Can you tell us about its vision and impact?

Code and Culture was born out of my desire to see more underrepresented professionals, especially Black talent, represented in technical roles. Too often, people face barriers not because of lack of skill but because of lack of access. Through Code and Culture, we create opportunities for mentorship, knowledge sharing, and professional development. For example, our most recent event hosted four industry-leading speakers and drew nearly 50 participants.

The feedback was inspiring. Attendees walked away not only with insights but with a sense of belonging and a network to lean on. Code and Culture was born out of my desire to see more underrepresented professionals represented in technical roles.

You also serve on the board of SWE CRS. Why was that important to you?

SWE CRS allows me to give back at scale. Being on the board means I can help shape programs that support women in engineering and technology across entire regions, not just within one organisation. Representation matters. When people see leaders who look like them and share some of their experiences, it makes their own path feel more possible.

You’ve collaborated with teams across Europe, Asia, and the U.S. What’s that experience been like?

It’s been eye-opening. Working with global teams pushes you to think differently. Technically, you learn to design systems that are robust enough to work across geographies but flexible enough to adapt to local needs. Interpersonally, you learn to respect different communication styles and work cultures. It’s made me a more empathetic leader and a stronger engineer.

What’s one of the biggest challenges you’ve faced working on global teams?

Time zones can be tough. It’s not unusual for me to work very early mornings or late nights. But beyond the logistics, one of the bigger challenges is cultural understanding. Each team has not only its own internal culture but also the culture of the location it’s based in. For example, the way feedback is given or collaboration happens can look very different in Europe, Asia, or the U.S. As a leader, I’ve learned that success requires more than technical skill; it requires empathy, curiosity, and the willingness to bridge cultural differences. Success in global teams requires more than technical skill; it requires empathy

and the willingness to bridge cultural differences.

You’ve since held roles in industries as varied as airlines, software, and global tech. Where do you see your deepest expertise today?

Pipeline development is where I thrive. Designing and maintaining reliable pipelines that keep data flowing is the backbone of modern organisations. Alongside that, I’ve specialized in testing frameworks, data quality, and cross-functional program management. But I think what makes me unique is that I’m equally comfortable being technical and being strategic. I don’t just write pipelines; I lead teams to ensure those pipelines support business outcomes.

How do you balance being both a technical expert and a program manager?

For me, it comes down to time management and delegation. I dedicate space in my schedule for hands-on technical work, because staying close to the details keeps me sharp. But I also know when to step back and orchestrate the larger picture; aligning stakeholders, removing blockers, and driving execution across multiple teams. The sweet spot is when my technical knowledge informs my program management, and my program management ensures my technical work creates real impact.

The best outcomes come when my technical knowledge informs my program management, and my program management ensures my technical work creates real impact.

Where do you see data engineering going in the next 5-10 years?

I believe we’re on the verge of pipelines becoming much smarter with the integration of AI. Imagine self-debugging pipelines that identify and resolve issues before they cause failures. Or automated monitoring that doesn’t just flag anomalies but learns from them and adapts in real time. For program management, AI could drive dynamic scheduling, risk prediction, and smarter resource allocation. Instead of being reactive when something goes wrong, teams will be proactive, with systems that anticipate and prevent problems. This shift will redefine what reliability means in data engineering. I see pipelines getting smarter with AI; self-debugging, adaptive, and resilient.

What motivates you personally in this technical journey?

Innovation excites me. Every project is an opportunity to push boundaries and solve complex challenges. I love that the work I do isn’t just about abstract code; it powers real systems that people depend on. Whether it’s optimizing operations, improving customer experiences, providing data that powers key business insights or ensuring data quality at scale, the impact is tangible.

Finally, what advice would you give to young professionals in Nigeria who dream of making it in global tech?

Take risks. Don’t wait until everything is perfectly lined up. Go solve the problems everyone else is afraid to touch. You may not see ten steps ahead, but if you can see the next one, take it. Keep moving forward. That’s how I went from Nigeria’s start-up ecosystem to global tech – one step at a time, with courage and persistence.

You may not see ten steps ahead, but if you can see the next one, take it. Keep moving forward.

Closing

Kevwe Onome-Irikefe’s journey reflects more than professional growth; it reflects a vision for a more inclusive technology industry. She represents a new generation of leaders who bridge the technical and the strategic. From the resilience forged in Lagos to the boardrooms of international organisations, she continues to expand opportunities not only for herself but for

countless others. Her vision of AI-powered, self-healing pipelines may sound futuristic, but in her hands, it feels like the next logical step. For Kevwe, the story of data isn’t just about systems, it’s about resilience, innovation, and building the future one pipeline at a time.

Joe Biden, former United States president has begun radiation therapy as part of treatment for prostate cancer, his office confirmed on Saturday.

Biden, 82, was diagnosed in May with what doctors described as an ‘aggressive’ form of the disease that had already spread to his bones. The diagnosis followed medical tests after he reported urinary symptoms earlier in the year. Kelly Scully, his media aide, said the former president is ‘undergoing radiation therapy and hormone treatment as part of a comprehensive plan for prostate cancer care.’ The radiation therapy is expected to last about five weeks, according to reports by NBC News.

In May, Biden’s office revealed that he had been diagnosed with prostate cancer ‘characterised by a Gleason score of nine (Grade Group 5) with metastasis to the bone.’ A Gleason score of nine indicates a high-grade form of cancer, meaning the cells are more likely to grow and spread quickly.

Despite the seriousness of the diagnosis, doctors noted that Biden’s cancer is hormone-sensitive-meaning it can respond well to hormone therapy designed to slow its growth. Prostate cancer is one of the most common cancers among men, particularly older men. According to the American Cancer Society, about one in eight men will develop prostate cancer during their lifetime, while the US Centres for Disease Control and Prevention (CDC) estimates that 13 out of every 100 men will be diagnosed at some point.

Biden’s medical history includes several other health challenges in recent years. Last month, he underwent Mohs surgery to remove cancerous cells from his skin. In February 2023, doctors removed a small lesion from his chest that was identified as basal cell carcinoma-a common and typically non-aggressive form of skin cancer. Earlier, in 2021, he had a benign but potentially pre-cancerous polyp removed from his colon. The former president, who turns 83 next month, left office in January as the oldest person ever to serve as US president. Concerns about his health and age were a recurring issue during his first term,

eventually prompting him to end his re-election campaign earlier this year. His former vice-president, Kamala Harris, went on to represent the Democratic Party in the presidential race but lost to Donald Trump, the current US president.

Biden has long made cancer research one of his defining causes. In 2022, he and his wife, Jill Biden, relaunched the ‘Cancer Moonshot’ initiative, an ambitious programme aimed at cutting the cancer death rate in half over 25 years and preventing more than four million deaths by 2047.

His commitment to the cause is deeply personal. In 2015, Biden lost his eldest son, Beau Biden, to brain cancer-a tragedy that profoundly shaped his outlook on public service and medical research.

Speaking shortly after his own diagnosis earlier this year, Biden reflected on the shared experience of illness, saying, ‘Cancer touches us all.’

In recent months, the former president has kept a low public profile as he continues treatment and recovery.

Prostate cancer primarily affects older men, with research suggesting that up to 80 percent of men over the age of 80 may have cancerous cells in the prostate gland-though many cases remain slow-growing and harmless.

Medical experts stress that early detection and access to advanced treatment options like radiation and hormone therapy can significantly improve outcomes, even in high-grade cases like Biden’s.

While the coming weeks of treatment will likely be demanding, doctors say the combination of radiation and hormone therapy remains a proven, effective approach for managing prostate cancer, especially when caught before it becomes resistant to treatment.

When we talk about crisis preparedness, we often think about water, flashlights, and first aid kits. But what about the specific things that keep girls safe, informed, and empowered when everything falls apart?

International Day of the Girl Child, observed every October 11th, highlights the unique challenges girls face worldwide-and this year’s theme, ‘The girl I am, the change I lead: Girls on the frontlines of crisis’, hits differently when you realize how unprepared most communities are for girls’ specific needs during crisis. Whether it is climate disasters, conflict, or sudden attacks, girls are not just surviving these moments, they are leading through them. But they need the right tools first.

Here is what every girl deserves to have in place before a crisis hits.

A trusted adult outside your household

Natural disasters and emergencies can separate families in an instant. Every girl should have at least one trusted adult-an aunt, teacher, family friend, or mentor-who knows her well and lives in a different location. Exchange contact information, discuss emergency meeting points, and make sure this person knows they are your backup. It is not paranoia; it is having a safety net when you need it most.

Basic financial literacy

Money talks, especially in a crisis. Understanding how to budget, save, and manage resources is not just adult stuff, it is survival. Keep a small emergency fund if possible, even if it is just ?100 hidden safely on a daily basis. Know where important financial documents are stored. If you are old enough, have your own bank account. When systems fail, girls with financial knowledge can help their families make critical decisions.

Menstrual products (and knowledge about alternatives)

Period poverty becomes a crisis within a crisis. Stock up on menstrual products as part of your emergency kit, but also learn about reusable options like menstrual cups or period underwear that do not rely on supply chains. Know how to improvise safely if needed. Your period does not pause for emergencies, and you should not have to sacrifice dignity or health because no one thought to include this in disaster planning.

A network of peers who have your back

Your friends are not just for fun, they are your crisis response team. Build genuine connections with other girls and young people in your community. Exchange multiple ways to contact each other beyond social media. During emergencies, peer networks often mobilize faster than official systems. Girls who organize together protect each other, share resources, and create solutions that adults might overlook.

Self-defense skills and body autonomy knowledge

Unfortunately, crises can increase risks of violence and exploitation. Every girl deserves basic self-defense training and a deep understanding of bodily autonomy. Know that you have the right to say no, to set boundaries, and to ask for help. Recognize warning signs of unsafe situations. Understand that your safety matters, and seeking protection is not weakness.

Essential documents (copies and digital backups)

Identity documents, medical records, school certificates, these pieces of paper prove who you are and open doors when you are rebuilding. Make copies of everything important and store them separately from originals. Take photos of documents and save them in a password-protected cloud account. Girls without documentation become invisible in humanitarian systems, losing access to education, healthcare, and protection.

Basic medical knowledge

Know your blood type, allergies, and any medical conditions. Learn CPR and basic first aid. Keep a small kit with any prescription medications, glasses, or specific health supplies you need. If you manage a chronic condition, or need mental health support, have at least a week’s supply of whatever keeps you functioning. Medical systems collapse quickly in disasters, and girls are often last in line for care.

Practical skills that do not require electricity

Can you start a fire safely? Cook without modern appliances? These are not old-fashioned skills, they are crisis essentials. Learn basic repairs, knot-tying, food preservation, and other practical knowledge. Girls with these skills become community leaders during emergencies, not dependents waiting for rescue.

Voice and permission to use it

This might be the most important thing on the list. Practice speaking up in normal times so you can do it when stakes are high. Know that your ideas matter, your concerns are valid, and your leadership is valuable. Too many emergency responses ignore girls completely. Don’t wait for someone to ask your opinion-offer it. Your perspective as a young person experiencing the crisis firsthand is exactly what response teams need to hear.

In a new escalation of the U.S.-China trade war, President Donald Trump announced Friday that his administration will impose a 100 per cent tariff on goods imported from China, in response to Beijing’s recently expanded export controls on critical rare-earth metals.

The announcement, delivered via a Truth Social post, stated the additional tariffs would take effect on November 1 or possibly sooner, ‘depending on any further actions or changes taken by China.’ This hike would come on top of the existing 30 per cent tariffs already in place.

Trump called China’s new export restrictions ‘extraordinarily aggressive’ and ‘extremely hostile,’ saying, ‘It is absolutely unheard of in international trade, and a moral disgrace in dealing with other nations.’ He also warned that the U.S. will impose export controls on all critical software, further tightening restrictions on technology flows.

China, via its Ministry of Commerce, defended its move, asserting the export controls were necessary to safeguard national security and strategic interests.

The decision marks a sharp turn in trade diplomacy, and it raises questions about the broader implications for global supply chains, technology markets, and the planned meeting between Trump and Chinese President Xi Jinping.

Super Eagles head coach, Eric Chelle, says his team remains strong and focused despite the suspension of star winger Ademola Lookman for Tuesday’s decisive 2026 FIFA World Cup qualifier against Benin Republic in Uyo.

Lookman, who played a key role in Nigeria’s 2-1 victory over Lesotho in Polokwane on Friday, will miss the encounter after receiving a yellow card in the 64th minute, his second of the qualifying campaign, which triggered an automatic one-match suspension under CAF regulations.

Chelle, however, dismissed concerns about the Atalanta forward’s absence, insisting the Super Eagles have enough quality and depth to cope without him.

‘The team remains focused and confident heading into the encounter,’ Chelle said after the win over Lesotho.

‘We have enough depth to compete effectively despite this setback. While Lookman’s suspension is unfortunate, the squad possesses the character and determination to secure victory.’

The Malian tactician added that his players must stay mentally sharp and take full control of their qualification destiny when they face Group C leaders Benin Republic.

‘Our focus is on making the most of the players available and ensuring a strong performance against Benin,’ Chelle continued.

‘Every player must be mentally prepared to contribute, whether as a starter or from the bench.’

He also noted that Lookman will still play a vital role from the sidelines, offering encouragement and support to his teammates as Nigeria chase a ticket to the 2026 World Cup in the USA, Canada, and Mexico.

Nigeria currently sit third in Group C with 14 points, trailing South Africa and Benin Republic.

A win over the Cheetahs in Uyo, coupled with South Africa failing to beat Rwanda, would see the Super Eagles leapfrog to the top of the table and secure automatic qualification.

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.

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.

Abdullahi Danwanka, the Assistant Commissioner of Police in Bauchi State has described the clashes between farmers and herders as an age-old conflict that dates back to the origin of humanity.

He stated this during a press briefing at the Bauchi state police command headquarters.

Danwanka, who is the incharge of the State Intelligence Department (SID) noted that crop farming and rearing of animals are significant sources of income for many people, and while the clashes cannot be eliminated completely, they can be managed.

He emphasised that the police will use their initiatives and tactics to calming down the situation and maintain peace in the state.

According to him, Sani-Omolori Aliyu, the police commissioner, and other security agencies have made significant efforts to maintain peace in Bauchi State. Danwanka commended Governor Bala Mohammed for the successful economic and investment summit, held at the Ahmadu Bello International Conference Center, which he observed will attract local and international investors to the state.

He stated that the police will continue to intervene and manage the situation to ensure peace and stability in Bauchi State.

Danwanka urged residents to support the security agencies in their efforts to maintain peace and secure the state.