Asianet Pakistan Private Limited

The federal government has unveiled a Forest Guards Initiative, aimed at flushing out bandits, kidnappers, and other criminal elements operating from Nigeria’s forests.

The initiative, formally launched by Nuhu Ribadu, National Security Adviser (NSA), during the opening of the Federal and States Security Administrators’ Meeting (FSSAM) at the National Counter-Terrorism Centre (NCTC) in Abuja on Thursday, is expected to deploy a massive force of over 130,000 armed forest guards across Nigeria’s 1,129 forest and game reserves.

Ribadu said the initiative, approved by President Bola Ahmed Tinubu, is a decisive step towards reclaiming ungoverned forest areas that have become strongholds for violent groups responsible for widespread insecurity, kidnappings, and rural violence.

‘We are taking the fight to where the criminals hide. The Forest Guards Initiative is a bold step to secure our forests, restore peace to rural communities, and deny bandits and kidnappers freedom of action’, Ribadu declared.

According to the NSA, the first phase of the operation will begin in seven frontline states, Adamawa, Borno, Niger, Kebbi, Kwara, Sokoto, and Yobe before expanding to other parts of the country.

He described the initiative as a key component of the Tinubu administration’s broader national security agenda, which prioritizes rural safety, environmental protection, and the restoration of peace in communities most affected by violent crime.

Ribadu noted that the forest guards will be specially trained, well-equipped, and coordinated through a joint command structure to ensure intelligence sharing, rapid response, and effective territorial coverage. ‘The forests have long provided sanctuary for criminal networks. We are changing that narrative by establishing a strong, permanent security presence in these areas’, Ribadu said.

In his remarks, Muhammed Danjuma, Permanent Secretary of the Special Services Office, described the Forest Guards Initiative as a ‘security game-changer’ that reflects unprecedented collaboration between the Office of the National Security Adviser (ONSA), the Federal Ministry of Environment, and state governments.

Danjuma explained that the programme would not only target criminal activities but also help safeguard environmental assets and protect vulnerable rural populations who have borne the brunt of insecurity in recent years.

He, however, cautioned that the initiative’s success would hinge on political will, adequate funding, and consistent cooperation between the federal and state governments.

‘This is a long-term investment in peace and stability. If properly sustained, it will change the security landscape of Nigeria’s rural communities’, Danjuma added.

Nigeria’s startup ecosystem is one of the most vibrant on the continent. Venture funding has flowed into fintech, healthtech, and mobility startups. Hubs in Lagos, Abuja, and Port Harcourt are buzzing with innovation, and founders are increasingly building with a global outlook.

Yet, beneath this energy lies a stubborn reality: too many Nigerian startups struggle to scale sustainably.

While capital, a fledgling regulatory environment, and the prevalence of poor infrastructure dominate conversations about barriers to growth, one critical factor is often overlooked: digital sales capability. In other words, our startups know how to build, but too few know how to sell effectively at scale.

Building without selling: The common trap

Across Nigeria’s ecosystem, a familiar pattern emerges. A startup secures seed funding, builds a promising product, and gains early adopters, only to stall when it comes time to expand. The reasons vary: long sales cycles, fragmented market infrastructure, and limited access to high-quality buyer data. But at the heart of the issue is a missing engine for predictable revenue: a modern, data-driven sales system.

Unlike in markets where a startup can ‘plug into Stripe’ and unlock instant payment rails, Nigerian startups face fragmented infrastructure. To serve a pan-African market, they often stitch together multiple providers, each with its own requirements, compliance hurdles, and onboarding processes.

This complexity elongates sales cycles and forces teams to reinvent the wheel rather than scale a tested sales playbook.

Why digital sales matters

Digital sales are more than cold calls or closing deals. It is the discipline of engineering revenue growth. It combines structured go-to-market strategies, customer intelligence, automation, and global best practices to convert innovation into commercial traction.

Done well, digital sales deliver three critical benefits to Nigerian startups:

Revenue resilience

In volatile markets, predictable revenue is the best hedge against uncertain funding cycles. Sales-led companies can survive funding winters by monetising customers instead of relying solely on venture capital.

2. Global market access

With structured outbound sales, Nigerian startups can sell across borders from day one. Talent in Lagos can close clients in London or São Paulo, expanding total addressable markets far beyond local constraints.

3. Investor confidence

Venture capitalists are no longer satisfied with ‘growth at all costs’. They demand sustainable unit economics. A strong digital sales system demonstrates scalability, improving both valuation and investor confidence.

Lessons from global and African startups

Companies like Salesforce, HubSpot, and Stripe grew into global giants because they paired product innovation with sophisticated revenue engines. Even within Africa, fintechs such as Flutterwave and Paystack have shown that commercial excellence is as important as technical ingenuity. Their success demonstrates a clear truth: growth is not accidental; it is designed.

For Nigeria’s ecosystem, this means founders must prioritise building sales teams as deliberately as they build engineering teams. Without this, even the most innovative products risk becoming ‘zombie startups’, alive but unable to grow.

What needs to change

To unlock the full potential of Nigeria’s startup economy, three shifts are essential:

Founders must treat sales as a core competency.

From day one, startups should invest in structured go-to-market strategies, not treat sales as an afterthought once funding runs low.

2. Talent development in sales must accelerate.

Nigeria has a growing pool of engineers, but we need just as many skilled sales professionals. This is why I co-founded Tech Sales Starter, a digital-first training platform that has already trained over 300 Nigerians in tech sales, with a 65% job placement rate. By equipping young professionals with practical skills and connecting them to global opportunities, initiatives like this prove that Nigeria can build the commercial talent needed to fuel startup growth.

3. Investors should incentivise revenue discipline.

Rather than celebrating vanity metrics, investors should back startups that demonstrate strong sales conversion, customer retention, and scalable revenue processes.

The path forward

Nigeria has no shortage of entrepreneurial talent or global ambition. What it lacks is an equally strong culture of digital sales excellence. By embedding sales as the missing link in our startup economy, we can shift from a cycle of building and stalling to one of building and scaling.

Through my work at AiPrise and Tech Sales Starter, I’ve seen firsthand how digital sales innovation can transform both companies and careers. If we embed sales excellence as deeply as we embed technical excellence, Nigeria’s startups will not only grow at home but also redefine how the world sees African innovation.

In a world where capital is cautious and competition is fierce, those who sell best will win.

The management of Dangote Petroleum Refinery has dismissed reports alleging that it is importing finished petrol (Premium Motor Spirit, PMS) with high sulphur content into Nigeria, describing such claims as false, malicious, and misleading.

In a statement issued on Friday, the company clarified that the cargo being referenced is an intermediate feedstock and not finished petrol. It explained that, as a world-scale complex refinery, Dangote processes a range of crude oils and intermediate feedstocks, a globally accepted practice aimed at optimising production efficiency and product quality.

‘The cargo in question is an intermediate feedstock, not finished petrol, and will be fully refined in our units to meet both Nigerian and international quality standards,’ the company said.

Dangote further noted that its operations within a Free Trade Zone are strictly regulated, adding that the refinery refines and sells only high-quality fuels that comply with all regulatory specifications.

The company emphasised that its exports of petroleum products to the US and Europe, some of the most strictly regulated markets in the world, demonstrate its adherence to global benchmarks. ‘All imports are accompanied by quality certificates and shared transparently with regulators,’ the statement continued. ‘Dangote Petroleum Refinery is also willing to make these documents available to the public in the interest of full transparency and accountability.’

Reaffirming its commitment to Nigeria’s energy independence, the refinery pledged to maintain the highest standards of quality, transparency, and environmental responsibility.

‘Dangote Refinery remains fully committed to advancing Nigeria’s energy independence, upholding the highest standards of quality and transparency, and delivering cleaner fuels for Nigeria and beyond,’ the statement concluded.

The Dangote Petroleum Refinery, Africa’s largest industrial complex, commenced operations to transform Nigeria into a net exporter of refined petroleum products, thereby reducing the country’s reliance on imported fuel.

The National Single Window (NSW) initiative, a major reform aimed at streamlining trade processes, improving transparency, and speeding up cargo clearance will lower business costs and boost operational efficiency at Nigeria’s ports.

Tola Fakolade, Director of the National Single Window Project and Head of Secretariat made this known at the National Single Window Stakeholders’ Forum held Thursday in Lagos.

Participants included representatives from the Standards Organisation of Nigeria (SON), Nigerian Ports Authority (NPA), Nigerian Maritime Administration and Safety Agency (NIMASA), Nigerian Export Promotion Council (NEPC), Nigerian Investment Promotion Commission (NIPC), Council for the Regulation of Freight Forwarding in Nigeria (CRFFN), Association of Nigerian Licensed Customs Agents (ANLCA), National Association of Government Approved Freight Forwarders (NAGAFF), and the Truckers Association of Nigeria, among others.

Fakolade said at the forum that the initiative demonstrates President Bola Tinubu’s determination to build a competitive, technology-driven trade environment.

The NSW, according to Fakolade, will function as a digital platform connecting all government agencies involved in import and export procedures on a single online system, removing duplicate documentation and minimising physical interactions that often fuel inefficiency and corruption.

‘It is the President’s desire to see importers and exporters carry out their businesses seamlessly,’ Fakolade stated. ‘The era of diverting consignments and investments to neighbouring ports due to inefficiencies and high costs will soon be over. This initiative will simplify and harmonise trade processes while cutting transaction time and cost.’

He disclosed that the project has entered its crucial development and integration phase after more than a year of assessments and requirements analysis, with an operational target set for Q1 2026.

‘Achieving seamless integration at this stage is essential. We are ensuring that all technical and institutional frameworks are aligned to deliver on schedule,’ he added.

The forum, jointly organised by the National Single Window Secretariat and the Nigeria Customs Service (NCS), convened stakeholders from trade, logistics, maritime, aviation, and regulatory sectors to assess project progress and strengthen collaboration ahead of deployment.

Fakolade further disclosed that integrating the NSW with the African Continental Free Trade Area (AfCFTA) framework would create new opportunities for Nigerian exporters by reducing trade costs, enhancing supply chain visibility, and improving regional competitiveness.

‘A fully functional National Single Window will give Nigerian businesses a cost advantage and increase their participation in intra-African trade,’ he said.

Panelists at the forum shared perspectives on their agencies’ roles in supporting implementation, while acknowledging persistent challenges such as multiple cargo inspections, non-harmonised documentation, and infrastructure constraints. They assured participants that ongoing inter-agency coordination would ensure a smooth transition to the new system.

The session featured open discussions on timelines, integration readiness, and stakeholder responsibilities, with government officials assuring that measures were being implemented to guarantee the sustainability of reforms.

The organisers said the forum was designed to foster collaboration, alignment, and ownership among trade facilitation stakeholders, while providing updates on project milestones, hosting a stakeholder town hall to address questions and gather feedback, and announcing the expected launch timeline and pre-implementation readiness plans.

Participants expressed optimism that once operational, the NSW would drastically reduce clearance time, cut logistics costs, and make Nigeria’s ports globally competitive.

‘This project is a game-changer for Nigeria’s trade ecosystem,’ Fakolade declared. ‘When fully implemented, it will deliver measurable benefits to businesses, government revenue, and the wider economy.’

Analysts believe the National Single Window initiative, has long been recognised as a critical enabler for Nigeria’s trade modernisation and port reform agenda.

By connecting all trade-related agencies and stakeholders on one platform, it promises to transform Nigeria into a more efficient, transparent, and investor-friendly trade hub in West Africa.

Drug-resistant infections now kill more Africans than HIV/AIDS or malaria, signaling a new era of global health insecurity, according to Gatefield, a public strategy organisation.

If unchecked, Gatefield warned that antimicrobial resistance could claim 10 million lives annually by 2050, surpassing cancer as the world’s leading cause of death.

According to the organisation, Africa’s health systems are under unprecedented pressure; from rising chronic diseases, drug-resistant infections, to underfunded mental and women’s health services which threaten millions of lives.

‘Warning signs are clear: one in three adults has high blood pressure, one in three people can obtain antibiotics without a prescription, and when antibiotics fail, even simple infections can turn deadly. The erosion of basic health protections threatens to reverse decades of progress in life expectancy, economic growth, and stability’, the organisation stated.

In addition, it noted that fewer than 8% of people across the region have health insurance, even as the burden of chronic diseases rises faster here than anywhere else in the world.

‘Nearly one in four African lives is cut short by non-communicable diseases (NCDs) such as heart disease, cancer, and diabetes. Behind these numbers lies a deeper crisis of access, equity, and investment. Africa carries 25% of the world’s disease burden but receives only 3% of global health spending. Each year, 150 million Africans face catastrophic health expenses that push families into poverty, underscoring the fragility of financing systems’, the statement added.

Gatefield further expressed concerns that women’s health and mental health remain critically under-resourced with 116 million Africans living with mental health conditions, yet less than 2% of global health funding targets the crisis. Against this backdrop, the organisation explained that the Gatefield Health Summit 2025 in Abuja from October 22 will convene global and regional leaders to define a new agenda for resilient health futures, noting that Sub-Saharan Africa stands at a defining moment for health resilience.

‘Health resilience begins with systems that anticipate shocks, whether pandemics, drug resistance, or financial strain, and protect the most vulnerable. It demands stronger domestic financing, data-driven governance, and innovation in community- and at-home care’, Omei Bongos, public health lead at Gatefield said.

‘The Gatefield Health Summit 2025 will convene policymakers, researchers, and private sector leaders to redefine resilience across Africa. From food and funding to women’s health and medicines, the agenda recognizes the shared truth that health systems must be built to endure,’ Shirley Ewang, advocacy lead at Gatefield said.

Confirmed speakers include leaders from The World Bank, International Diabetes Federation, Pathfinder International, Policy Innovation Center, Society for Family Health, and the South African Medical Research Council.

In today’s technology-driven world, semiconductors are the invisible engines powering everything from smartphones and data centers to electric vehicles and renewable energy systems. As the global demand for these microchips skyrockets-expected to reach over $1.2 trillion by 2030-a fierce race is underway among nations to dominate the semiconductor industry, which is a race that Nigeria is now strategically entering.

Nigeria’s emergence as a semiconductor hub is not just a possibility; it’s crucial. The continent’s growing digital economy, expanding tech ecosystem, and youthful population demand homegrown solutions that reduce dependency on foreign imports and supply chains vulnerable to geopolitical disruptions. Africa’s digital economy is projected to reach $712 billion by 2050 with Nigeria as the largest contributor. Nigeria’s GDP is estimated at $243 billion in 2024, supported by a population exceeding 220 million, with over 60% under the age of 25. By establishing Nigeria as a centre for semiconductor innovation and manufacturing, we can fulfill a continental need and position Africa as a serious player in the global chip economy. We believe Nigeria has the potential to become Africa’s semiconductor hub, placing the country and the continent to compete with global tech powers. This is not just about manufacturing chips; it’s about building a sustainable ecosystem that drives innovation, economic growth, and technological sovereignty across Africa.

Why is this important? Currently, the semiconductor industry is concentrated in a few countries, leaving Africa heavily reliant on imports. Taiwan, South Korea, and the United States account for over 70% of global semiconductor manufacturing capacity. This dependency exposes the continent to supply chain disruptions and inflated costs, limiting access to critical technology. Nigeria, with its vast market, growing tech ecosystem, and young, talented workforce, is uniquely positioned to change this narrative.

Our vision is bold: to develop indigenous semiconductor capabilities that meet local and Africa’s needs while competing on the global stage. We have established at Amal Semiconductor Manufacturing Company Limited, a fabless ecosystem along with our partners; we are pioneering the first assembly, testing and packaging (ATP) of various chips (QFN, QFP, CSP and many more types in the works). We are investing in research and development, talent cultivation, and strategic partnerships to build the first foundry in Africa that will be tailored for Africa’s unique challenges-such as energy efficiency, affordability, and durability in diverse environments.

Establishing Nigeria as a semiconductor hub requires more than technology; it demands collaboration among government, industry, academia, and investors. We are actively engaging policymakers to create an enabling environment that supports innovation, attracts investment, and encourages local manufacturing. At the same time, we are partnering with universities and technical institutions to nurture the next generation of engineers and designers who will drive this industry forward.

The benefits of a thriving semiconductor sector are transformative. Beyond technology, it will diversify Nigeria’s economy, create high-value jobs, strengthen supply chains, and boost exports. More importantly, it will empower Africa to take control of its digital future, reducing dependence on external suppliers and fostering resilience in the face of global uncertainties.

This vision aligns with a broader continental need, it is not just about building a Nigerian semiconductor, it’s about transforming Africa’s largest economy. It’s about sovereign technology and making Nigeria an exporter of technology-from dependent to self-sufficient. As Africa accelerates its digital transformation, the demand for chips will grow exponentially. Nigeria’s leadership in semiconductor innovation can serve as a catalyst for regional collaboration, integrating African markets and building a robust technology ecosystem that uplifts the entire continent.

Our journey reflects this ambition. From pioneering indigenous industrial equipment to advancing semiconductor research, we are committed to positioning Nigeria as a global player in the chip economy. The road ahead is challenging, but the opportunity is immense. With strategic focus, investment, and collaboration, Nigeria can claim its place among the world’s technology leaders.

The race for Silicon Africa is on. Nigeria is ready to lead.

The Economic and Financial Crimes Commission (EFCC) has arraigned Ngozi Olejeme, former Board Chairman of the Nigeria Social Insurance Trust Fund (NSITF), before the Federal High Court in Maitama, Abuja, over allegations of laundering public funds amounting to ?1 billion.

Olejeme appeared before Emeka Nwite (Justice) on Wednesday, where she faced an eight-count charge bordering on money laundering, conversion, transfer, and possession of proceeds of unlawful activity.

According to the EFCC, the offences were allegedly committed during her tenure as NSITF board chairman in 2012.

The commission alleged that Olejeme used her position to divert large sums of money belonging to the agency through companies linked to her.

One of the charges accused her of indirectly converting ?321.6 million, paid into the account of Adin Miles International Ltd with Sterling Bank Plc on February 9, 2012, knowing the funds were proceeds of unlawful activity.

The EFCC maintained that the act contravenes Section 15(2)(b) and is punishable under Section 15(3) of the Money Laundering (Prohibition) Act, 2011, as amended in 2012. In another count, the anti-graft agency alleged that Olejeme procured one Chuka C. Eze to convert $2 million into naira for payment to the same company, Adin Miles International Ltd, despite knowing that the funds were proceeds of an unlawful act.

Olejeme, however, pleaded not guilty to all eight counts when they were read to her in court.

Emenike Mgbemele, EFCC’s prosecuting counsel, requested the court to fix a date for trial, stating that the commission was ready to call 14 witnesses to testify against the defendant.

However, Emeka Ogboguo, defence counsel, drew the court’s attention to a pending bail application and prayed that his client be granted bail pending the commencement of trial.

Nwite subsequently released the defendant to her counsel and adjourned the case to November 17, 2025, for the hearing of the bail application.

Olejeme, who chaired the NSITF during the administration of former President Goodluck Jonathan, has been under EFCC investigation for several years over alleged diversion of funds meant for the agency.

I woke up early in the week to the tragic news of the passing of a promising Arise News anchor and producer, Somtochukwu, popularly known as Sommie. At only 29 years old, she had cut a niche for herself and was on a steady rise. Described by colleagues and friends as warm and giving positive energy, Sommie was a sight for sore eyes, on television and off-screen. She was a lawyer by training and a journalist by calling. She combined anchoring with production and reporting. It is rare to find someone in the newsroom who can do all of these and do them well.

Sommie was one of those who, like a lot of us in this male-dominated field, chose to set herself apart through a dint of hard work, resilience and personal determination; she worked her way up against gender expectations. Arise describes her as a cherished member and a vibrant voice who was warm and highly professional.

‘As the story goes, she got no immediate help, lying on that concrete floor, fighting for her life. At the site of a crisis, the robbers fled, knowing that if security operatives arrived, they would not stand a chance.’

I have sat in my quiet room to ask all the questions a veteran in the industry would ask. How? Why? What next?

The family of Somtochukwu, who was said to have waited 10 full years before she came along, feels like they have been hit by a tonne of bricks.

Nobody can feel their pain like they do. An achiever, a superstar – how do they recover? Her mother must have spoken to her through the crisis. The fear, the trepidation. Our hearts are saddened by this needless death.

What were the armed robbers thinking? What drives them? And to what end? I am truly befuddled.

We now know that in the haze of the robbery and the confusion that set in, Somtochukwu, fearing for her life as the invaders knocked hard on her door, decided that it was better to jump to safety so she would not encounter these persons who might bring her grievous bodily harm.

As she lunged forward from her balcony, she might have gauged her chances. She would have thought it was not so far off or even thought about how much time she had before they broke in and what they could have done to her. A beautiful, brilliant woman whose skin glittered like silk – what thought occupied her pretty brain before she jumped? But not used to jumping such heights, Sommie landed in a bad way and required immediate medical attention.

As the story goes, she got no immediate help, lying on that concrete floor, fighting for her life. At the site of a crisis, the robbers fled, knowing that if security operatives arrived, they would not stand a chance.

Then the police vehicles arrived a tad too late into the operation, and what I heard is that the police complained of no fuel in their car to ferry Sommie to the hospital. Merde! So, Sommie’s mum, who does not live in Abuja, sent her friend, who travelled from another part of Abuja, to take our dear Somtochukwu to the hospital. Meanwhile, the clock is ticking; Somtochukwu has a medical emergency. But the dance drama in the hospital numbed me. Police report or nothing. But she was not shot. She did not even see the armed robbers. She simply jumped out of fear and hurt herself very badly.

What is the protocol for admitting a patient who needs urgent medical attention to the hospital? So I understand gunshot wounds. What about someone who was fleeing from danger and hurt herself? If Somtochukwu had a cut as a result, would the response be the same? Just being in an armed robbery environment as a victim requires a police report before a government hospital attends to you?

I just wonder! Because the story ends tragically and Somtochukwu dies in such a tragic manner, insecurity, healthcare and the men and women in this national tragedy need to reflect. How did we get here?

At 65 years of age, citizens and institutions cannot continue to give Nigeria a bad name to hang it.

Somtochukwu paid the ultimate price. So sad. My heart goes out to her parents, Arise TV and the NBA, as well as all citizens, for this tragic loss.

As the investigation continues, our prayer is that all those involved, both the physical (armed robbers) and others whose failure to do something to save a life by omission/commission, are all brought to book.

May Somtochukwu’s gentle soul rest in peace. Amen.

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.

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.