Real Housewives of Lagos star, Mariam Timmer, was dubbed the ‘underdog’ in the first season of the reality show. She rose quickly to become a household name on the reality show till she participated in the Real Housewives Ultimate Girls’ Trip: Africa. In an interview with THE NATION ENTERTAINMENT EDITOR, GBENGA BADA, she speaks exclusively about her bold energy, the surprises that came with filming far from home and the unmistakable flair that made her a fan favourite.
What was it like to be on the first edition of ‘The Real Housewives Ultimate Girls Trip: Africa?’
Being part of the very first edition of ‘The Real Housewives Ultimate Girls Trip: Africa’ is an incredible honour and a major milestone for me. Just like when I was selected as part of the debut cast of ‘The Real Housewives of Lagos,’ it carries that same powerful feeling, if not even more. I truly feel that I’ve helped pave the way for other African countries, especially Nigeria, to shine on this kind of global platform. My name, Mariam Timmer, will always be part of the conversation when it comes to groundbreaking reality TV moments in Africa, and that’s something I’m deeply proud of.
RHUGT Africa was an amazing experience because they could have chosen anyone, yet they chose me. That, to me, is a testament to my work ethic, my authenticity and the energy I bring to the screen. It shows that staying true to myself has opened doors I never even imagined.
As an OG housewife, having been on all seasons of The Real Housewives of Lagos, what do you think RHUGT Africa will make people understand about you that they didn’t before?
The Real Housewives Ultimate Girls Trip is going to make it impossible for people to overlook my evolution. I’ve grown, I’ve elevated, and I’ve refined who I am personally, emotionally and professionally. I’m not the same woman you met in Season 1 of RHOLagos, and this trip shows that clearly. My consistency, my work ethic, and my presence speak louder than ever.
People will see that I’m not just someone who shows up. I show up with intention, clarity, and control. You’ll see how I handle myself, how I manage situations, and how I hold my own no matter what the environment brings. This season is a reminder that Mariam Timmer isn’t just part of the show; she sets the tone.
Was there anyone you connected with immediately, and anyone who surprised you in ways you didn’t expect?
I connected immediately with Annie Mthembu from the Durban franchise. Our energy matched from the start, and we bonded both personally and on a more professional, intentional level. I also connected well with Princess Jecoco from Abuja. There was instant familiarity and ease with her. As for the ones I didn’t connect with right away… let’s just say you’ll have to watch the show to see how that story unfolds!
Did you form any new friendships on the trip?
Absolutely! I formed some beautiful new friendships on this trip, especially with the Durban ladies and Princess Jecoco. They were truly a breath of fresh air, and I connected with them in a very genuine way. I really like their energy, their openness and the way they show up for the people around them. I also formed bonds with a few others, and what made it special was that our connection went beyond the show. Outside of RHUGTA, we were able to open up, share what we were dealing with in our personal lives, and really support each other. That, to me, is sisterhood, and I appreciated every moment of it.
You’re known for being expressive and unfiltered. Did you feel the need to manage perception differently on this trip, or did you lean fully into your natural energy?
Haha, yes everyone knows I’m expressive and unfiltered, and one thing I’ll never do is water myself down for anyone, no matter where I am. I don’t manage people’s perceptions of me. I show up as myself. Always. To be honest, I didn’t feel the need to adjust to anything. A lot of the girls came in with their own ideas of who they thought I was, and you could tell they were on eggshells around me for a few days. Then they realised I’m actually very easy to talk to and have a whole vibe on my own. I brought my natural, happy energy as always, but I was also very self-aware of the space, the dynamics and the people I was with. So yes, I was fully me… just the elevated, intentional version.
Annie Mthembu of The Real Housewives of Durban, in a recent interview, said it was a tie between you and Christall Kay of The Real Housewives of Johannesburg on who brought the drama this season. Do you agree with her?
Haha, I love that! Drama is part of what makes these shows so entertaining, and I definitely brought my energy to the table. Christall Kay had her moments, too, so I can see why Annie said it was a tie. But honestly, I like to think that while I bring the drama, I also bring authenticity, fun and heart, and that’s what makes my presence on the show unforgettable. So yes, I’ll own it, I brought it, but in true Mariam Timmer style!
Which cultural moment on the trip made you proud to represent Lagos and Nigeria?
Honestly, every single day on that trip made me proud to represent Lagos and Nigeria. Being Nigerian isn’t something I switch on and off; it is who I am, and I carry that identity with me everywhere I go. One of my proudest moments was teaching the girls about my Yoruba heritage. They were fascinated, they were curious, and they genuinely appreciated the culture I brought to the table. That meant a lot to me.
I’m also a huge believer in Nigerian and African fashion. I made it a point to wear only Nigerian designers throughout the show, just like I’ve always done on RHOLagos. Every outfit was a statement, a celebration, and a reminder of the creativity coming out of our country.
I’m proud of who we are, and being on a platform that allows me to showcase Nigeria’s talent, culture, and craftsmanship to the world is something I take seriously. Representing Lagos and Nigeria will always be my honour.
Your style is a big part of your identity. What went into your fashion choices for RHUGT: Africa, especially knowing you were stepping onto a continental stage?
My style is absolutely a major part of my identity, and RHUGT: Africa, I knew I was stepping onto a continental stage, so I came prepared. I wanted my fashion to speak loudly, clearly, and proudly about where I come from.
Just like on The Real Housewives of Lagos, I made it my mission to spotlight the brilliance of the African fashion industry, especially in Nigeria. Nigerian designers are some of the most talented creatives in the world, and wearing their pieces is always an honour for me. Every outfit was intentional, every look was curated, and every moment was an opportunity to show off the artistry coming out of Nigeria.
I can proudly say I represented Nigerian designers throughout the entire trip and that, for me, was a major statement.
Why should people watch you on RHUGT: Africa?
Because I bring it all: authenticity, grace, fashion, fun, laughter, drama… basically, the full experience. With so many incredible personalities from across the continent, it could get chaotic, but I would say I kept it exciting, real, and unforgettable. I’m unfiltered, unapologetically myself, and always ready to make an impact in every scene.
Expect bold fashion, bold energy, and bold moments. You won’t be able to take your eyes off me!
For the second time in three years, the axe of impeachment has dangled over the Rivers State Governor, Sir Siminalayi Fubara. On October 30th, 2023, the House of Assembly, led by Speaker Martins Amaewhule, began a process of removing Fubara, a few hours after the hallowed chamber of the Assembly was attacked by unknown arsonists.
The political disturbances caused by a worrisome chain of events that threatened lives and property and critical national assets, including oil installations, compelled President Bola Ahmed Tinubu to declare a state of emergency in Rivers.
The six-month emergency rule anchored by a former Chief of Naval Staff, Vice-Admiral Ibok Ete Ibas (retd), saved Fubara’s government and restored peace in the state. The governor, in most of his public outings, expressed gratitude to President Tinubu for rescuing him.
When he eventually resumed office on September 18th, 2025, after the emergency rule, Fubara wore the message of peace as his garment. His disposition after the emergency rule gave everyone in the state the impression that the worst was over. Stakeholders believed that peace had come to stay at last.
How fresh crisis began
But no sooner had the governor settled down for governance than a fresh crisis crept into the state. It started subtly with an unusual silence and later began to loom large.
First, the House of Assembly carpeted the governor over what it described as the rot in the educational sector. The report of its Committee on Education was damning. The committee accused the governor of neglecting the sector. In fact, the lawmakers in a plenary wondered why the governor abandoned the sector despite inheriting N600bn left in the treasury of the state by Ibas.
Lamenting the development, Amaewhule said, “Is it that we don’t have funds in the state? Of course we have! At the time the administrator, Ibas, was leaving, he left over N600 billion in the accounts of Rivers State. Over N600 billion by October, can’t such funds be used to remedy the situation in our schools?”
Fubara replied to Amaewhule and said that improving the poor state of education in Rivers was a top priority of his administration. He announced that the sector would receive the largest allocation in the 2026 budget.
He admitted that many schools across the state were in bad shape, but stressed that the decay did not happen overnight.
According to him, the deterioration predated his government and was one of the major issues used by opponents during the 2023 election campaigns.
Indeed, the initial outburst by the House of Assembly was an expose that things were beginning to fall apart and the centre was gradually caving in again. The governor’s later response further gave credence to the emerging cracks.
In his recent project inauguration, Fubara seized the opportunity to address some issues, which expanded the coast of the crisis. His explanation showed that the executive and the legislature were not working together.
Though he declared that he had no personal problem with the House of Assembly members, the governor claimed that he had not been able to meet with the lawmakers because the arrangement for such a gathering had yet to be made by the concerned leaders.
Fubara averred that the leader of the state’s Elders’ Council, Chief Ferdinand Anabraba, could attest to the many failed efforts he had made to meet with the lawmakers. In fact, the governor particularly said that the Minister of the Federal Capital Territory (FCT), Abuja, Chief Nyesom Wike, had not made the necessary arrangements for the meeting.
He said: “I have made every effort; I believe that the leadership of the State Elders Council, led by Chief Ferdinand Anabraba can attest to this. I have made every effort to meet with them, and the arrangement wasn’t for me to call them directly. It was for our leader, the Minister, to arrange the meeting, and till now that meeting has not been fixed.
“So when people go about saying I don’t want to meet with them or that I don’t want to meet their demands, that is not true. I don’t have any reason to do that.
I personally said whatever their need is, I am ready to meet it so that we can have peace in the State.
“So, please, I am saying it here. Whoever is telling you that I don’t want to meet with the members of the State House of Assembly is not true. I met with our leaders, and they said they will arrange a meeting. I don’t want to go behind them so that it won’t look like going behind is to divide the house. I am a gentleman and very principled. That is the reason I am saying it here.”
However, Fubara’s statement angered Amaewhule, who, without mincing words, described the governor as a liar. Amaewhule claimed that the lawmakers met with the governor many times after the emergency rule, but that Fubara had refused to implement the decisions reached at the peace gathering.
He recalled that Wike arranged a meeting between the 27 members of the House and the governor at the Minister’s official residence in Abuja.
He also remembered that another meeting was arranged by Wike involving members of the Elders Council, some lawmakers and the governor at the residence of Anabraba.
Amaewhule recalled that in one of the meetings between the governor and the lawmakers, Fubara told them that he would not present any other appropriation bill to the assembly.
He lamented that the assembly was in the dark about the actions of the governor and that Fubara had been spending money without the approval of the lawmakers.
He said: “Emergency rule was declared, and after the emergency rule, we asked the governor to bring his budget so we could take care of all he intended to do. We asked him to present his budget. In 2024, he spent without appropriation. In 2025, he was spending. After the emergency, we had a meeting, and we asked him to bring his budget.
“Here, in that meeting, the governor told us blatantly that he was not going to bring the budget. God is my witness. I shouldn’t have brought all these because we are trying to see how we can mend fences. We kept mum, hoping the governor would do the right thing.
“From September, the governor has been spending without our approval. He has been awarding contracts to his cronies, especially those who masterminded the burning of the Rivers State House of Assembly. They are mocking us that they have been rewarded for burning the Rivers House of Assembly.
“The governor does not seek the approval of the Rivers Assembly. He has been spending money from his back pocket. The governor’s outburst is the reason for this conference. We need to set the record straight. The Minister of the FCT means well for Rivers State. He wants peace and wants the state to move forward.
“The Minister summoned all the members of the State House of Assembly, and 27 of us were present in that meeting in the official residence of the Minister in Abuja. The governor sat with us, and we had a meeting with him. We were shocked to hear the governor say that no meeting had been called.
“Let us also inform Rivers people that after the emergency rule, the FCT minister also caused a meeting to take place at the residence of Chief Anabraba in GRA Port Harcourt.
“We had the meeting of the Elders’ Council, and in that meeting, some members were present. How many meetings does the governor want the FCT minister to call for him to do the needful? Is it 100? We didn’t want to do this press conference because we have resolved following the interventions of Mr President to sheathe our swords to allow peace to reign.
“We didn’t want to speak to the press so as not to heat the polity. We kept quiet even when he refused to bring his appropriation bill”.
Amaewhule said as part of their investigations about what transpired during the emergency rule, they discovered that the outgone Rivers Administrator left a whopping N600bn in the accounts of Rivers State.
He said perhaps the governor’s anger was that the House Committee on Education submitted a report that highlighted the collapse of educational infrastructures in the state under Fubara.
Amaewhule said: “Part of what we have found out that transpired during the emergency rule is that the outgone administrator left over N600bn in the account of Rivers State. The governor has been boasting about how he will use the funds to divide the assembly and buy the members.
“The governor needs to know that members of the assembly are not for sale. The 27 of us remain committed to the dreams and aspirations of the people and to our constituents. We are prepared to serve Rivers and to do the needful.
“The governor’s outburst disparaging the FCT minister will not help him. The governor does not need to react in a reactionary way just because of the report of the House Committee on Education. The governor should know that as a governor, he ought to be a leader. At the moment he is failing.
“He doesn’t want to be a leader. His outburst does not show him as a leader. He is sending his attack dogs to insult us on social media. This will not help him. He gives them money everyday to insult us. It will not help him. All those things are not in the best interest of Rivers.
“He needs to show leadership. We are debunking the governor’s assertions. We have been meeting with him, but he has failed to keep to the terms. He doesn’t want to keep to the terms. But we will remain calm”.
The governor was compelled to explain the N600bn he inherited from Ibas. He said: “I want to say to the world that when we left during the emergency rule, our records are there. We left over N300bn, and when we came back, we met about N600bn. Every penny that we are spending the records are there, and evidence of it will be shown between now and the next six months.
“So, there is no issue with what we are doing with our money, or with the money we met. At least nobody can take away my sincerity. I am not associated with anything that has to do with fraudulent acts”.
The main problem
The brickbats opened a can of fresh political wounds, revealing reasons behind the uprising. It was all about failures to keep agreements. The agreements that facilitated the truce had been breached. During one of his visits to local government areas, Wike accused Fubara of flouting the terms of the peace pact. The Minister said the agreement was entered into under the supervision of President Tinubu. He vowed to disclose the terms of the agreement.
Though there has not been an official confirmation of the agreement the governor entered into with the camp of Wike, sources disclosed that Fubara agreed to concede the local government areas to his boss, allowing Wike to produce all the chairmen and councillors of the 23 local government areas. He was said to have agreed that he would not seek a second term and that he would present a supplementary budget to complement the 2025 Budget passed for the state under Ibas by the National Assembly.
The governor was said to have agreed that he would drop Dr. Tammy Danagogo as the Secretary to the State Government (SSG) and reinstate Ohna Sergeant Chidi Awuse as the Chairman of Rivers State Council of Traditional Rulers, as well as drop Edison Ehie as his Chief of Staff, among others.
The lawmakers and members of the Wike political camp are accusing the governor of being a serial violator of agreements. They believed that Fubara could no longer be trusted. They wondered why the governor was fond of entering into agreements that he was not willing to fulfil. An official of the Rivers State House of Assembly, who spoke in confidence, said the governor was neither coerced nor persuaded to enter into the agreements that returned him to power after the emergency rule.
The source said: “When he discovered that if he failed to settle with Wike and the lawmakers, the President might extend the emergency rule, the governor went alone to meet with the lawmakers and Wike. He was the one who proposed most of the conditions in the agreement. He told them he was only interested in completing his first tenure.
“He also said they should produce all the local government chairmen and councillors. He begged them and vowed that he would keep the terms of the agreement. He even asked the Minister to nominate his commissioners. But the Minister declined the offer and told him to nominate members of his cabinet, but that the assembly would dutifully screen the nominees.
“It was after that meeting that they all went to see the President, where they told President Bola Tinubu all that they agreed. The President advised the governor on the need to keep the terms of the agreement and also told him about his experience in Lagos. So, nobody forced Governor Fubara to enter into the agreement.
“Immediately, he was reinstated, the governor started singing another song. In one of the meetings he held with the lawmakers, they asked him to bring a supplementary budget to facilitate the correction of some of the financial mistakes he made. He bluntly told them that he would not do anything like that.
“The governor’s intention was to operate the 2025 budget approved for the state by the National Assembly, taking advantage of the extra six months window allowed by the constitution, and that will be close to an election period when all attention will shift from governance to election. The lawmakers can no longer trust him.”
Some stakeholders insisted that Fubara should clarify the terms of the truce. Robinson Ewor, a factional Caretaker Committee Chairman of the PDP in the state, appealed to the governor to disclose the agreement to Rivers people.
Ewor said: “In all the places the FCT Minister visited and made speeches, he said agreements were reached before the lifting of the state of emergency and before President Tinubu.
“One of the things he highlighted is that the governor agreed before the President not to run for a second term. The governor agreed that he would drop Tammy Danagogo as the Secretary to the State Government. Ordinarily, these issues wouldn’t have bothered us because he is no longer a member of the PDP.
“But because we are Rivers people, we elected him and gave him a mandate for a period of four years, all his actions directly or indirectly affect us as a people. It is based on this that we demand that the governor should come out clean and tell Rivers all the things they agreed before the state of emergency was lifted”.
But Fubara has remained mute, failing to speak on the agreements he reached with the lawmakers and the Minister.
The anger of the lawmakers boiled over, compelling them to initiate a fresh move to remove the governor. The Speaker Amaewhule-led House of Assembly, in a televised sitting, resolved to serve a notice of impeachment on the governor and his deputy, Prof. Ngozi Odu. The House sent two documents containing allegations of gross misconduct to Fubara and his deputy. The lawmakers gave them seven days to respond to the accusations in line with the provisions of the 1999 Constitution as amended.
Can Fubara survive another impeachment move?
Most of the allegations contained in the notice that was recently served on the governor bordered on financial recklessness; spending from the consolidated revenue without recourse to the approval of the House of Assembly. The lawmakers cited many examples of such expenditures. But most people believe that the Amaewhule’s House may find it difficult to remove the governor.
First, Fubara’s smart move to the APC with his followers would surely slow down any attempt to bundle him out of office. Already, APC governors and the party’s National Working Committee were said to have rallied round the governor. As one of theirs, they were said to be doing everything possible to protect the governor. Besides, the lawmakers and loyalists of the FCT Minister are members of the same party as Fubara, while their principal, Wike, is a leader of the opposition PDP. It was learnt that the NWC was making sure that the issues were settled internally within the party.
Besides, it was further gathered that President Tinubu, who has been playing a father figure in the Rivers crisis was not disposed to impeachment. The President was said to have intervened to ensure that the impeachment notice was withdrawn by the lawmakers. But the President reportedly insisted that the governor must honour the agreement as a precondition for the withdrawal of the impeachment notice.
Signs that the parties were beginning to mend their fences emerged following the moves by some state lawmakers to appeal to their colleagues to temper justice with mercy.
The Minority Leader of the House, Sylvanus Nwankwo and the member representing Degema Constituency, Peter Abbey, were the first to appeal.
Sylvanus claimed that after a plethora of calls and pleas from various elders and leaders within and outside the state, there was a need to seek an amicable resolution of the matter.
While admitting that Fubara allegedly violated some aspects of the constitution, Sylvanus said the issues could still be handled outside the impeachment process.
He said: “You are all aware that the Rivers State House of Assembly issued a notice of impeachment on the governor and his deputy. But we are appealing to our fellow colleagues to temper justice with mercy.
“Let us see how we can solve this matter outside of impeachment proceedings. We are appealing to the conscience of our fellow colleagues, having listened to many pleas, calls from our elders and leaders both within and outside the state, begging for leniency.
“We are begging our colleagues to reconsider our steps and see how this matter can be resolved amicably, even though the governor and the deputy governor had infringed the constitution”.
Abbey, on his part, urged Fubara to henceforth stop taking steps that could lead to the violation of any part of the Constitution to facilitate the resolution of the matter.
He said: “The governor has infringed on parts of the Constitution. But we are human beings, and we want to plead with our colleagues to please reconsider. You don’t swing an axe the way you raise it. But the governor must also take steps not to infringe further on the constitution to bring an amicable solution”.
Two female members of the House, Barile Nwakoh, representing Khana Constituency I, and Emilia Amadi, representing Wike’s Obio/Akpor Constituency II, made a similar appeal.
The legislators said that though the governor and his deputy might have breached the constitution, they were moved by pressure from respected leaders and stakeholders to calm down for an amicable resolution of the matter.
For instance, the two female lawmakers said: “One of the significance of the move by the lawmakers was that none of them denounced their signatories to the impeachment notice. They unanimously indicted the governor but vehemently called for a political solution instead of the outright removal of Fubara.
“The governor has seriously abandoned the agreement entered into in the past with the supervision of Mr President in a bid to find a lasting solution to the constitutional infractions.
“This cast serious doubts on why any person should trust him. However, we have been inundated with calls from some of our leaders and Rivers people begging that we seek a political solution to this problem created by the governor and his deputy.
“We, hereby, state our willingness to look at a political solution rather than an outright removal of the duo. We call our members to also consider this approach. We did not say this as a sign of weakness but because we have forgiving hearts and as mothers”.
In fact, other interventions further mounted heavy pressure on the lawmakers to seek other ways of resolving the crisis. Some prominent groups led by respected leaders, such as the Pan Niger Delta Forum (PANDEF) and the Rivers State Council of Traditional Rulers, immediately set up a committee comprising famous leaders to wade into the crisis.
Permanent solution
Evidently, it seems a truce is being brokered to avert the impeachment. The House was supposed to reconvene on Thursday to act on the impeachment notice, but the lawmakers failed to do so following feelers that negotiations were still on to broker a fresh truce.
But stakeholders appealed to the governor to do everything within his power to find a way to work with the legislature. They advised that parties to agreements must learn to honour them or renegotiate their terms to avert a crisis.
While commending the governor for meeting some of the terms, they called on him to fulfil the rest and amicably renegotiate them to ensure permanent peace in the state. Observers also called on members of the House of Assembly to soft-pedal and embrace dialogue as a veritable tool for resolving crises.
Although the Independent National Electoral Commission (INEC) has yet to officially announce a by-election for the Ondo South Senatorial seat at the National Assembly, political gladiators and parties are not leaving anything to chance, as they have started positioning themselves to fill the vacancy that would be created when Senator Jimoh Ibrahim, who has been nominated for an ambassadorial appointment, eventually leaves. Correspondent Tosin Tope reports that a fierce political contest has begun as aspirants and political parties intensify their moves to fill the vacant seat.
The vacancy that would be created when Senator Jimoh Ibrahim vacates the Ondo South Senatorial District seat following his nomination for an ambassadorial appointment has ignited quiet but intense manoeuvring among political gladiators, party leaders and interest groups. They are all keen to secure an early advantage ahead of the expected bye-election by the Independent National Electoral Commission (INEC) when the seat is officially declared vacant.
From informal consultations to strategic alignments, the race, though unofficial, has effectively begun, especially across the six local government areas that make up the Ondo South Senatorial District, as political meetings are being convened under various guises.
Following President Bola Ahmed Tinubu’s nomination of the Senator Ibrahim as a “non-career ambassador,” his name on the list for the diplomatic job has already triggered a fresh scramble among power blocs within the ruling All Progressives Congress (APC) and the opposition parties in the southern senatorial district of the state thereby opening a prized political window for the bye-election to fill the seat.
Senator Ibrahim, who hails from Igbotako in Okitipupa Local Government Area of the state, was a first-timer and was part of the 64 ambassadorial nominees forwarded by President Tinubu and confirmed by the Senate arm of the National Assembly on December 18, 2025.
His confirmation by his colleagues in the National Assembly followed his being asked to “take a bow” when he appeared before the Senate Committee on Foreign Affairs, chaired by former Niger State Governor, Senator Sani Bello.
In line with Section 68(1)(d) of the Constitution of the Federal Republic of Nigeria, Senator Ibrahim has been required to vacate his seat in the National Assembly, a development that has triggered intense political positioning in Ondo South ahead of the 2027 elections.
Addressing his colleagues before his exit during the plenary under order 42 (personal explanation), the federal lawmaker lauded the leadership of the 10th Senate, describing the chamber as liberal, inclusive and focused on national development.
“I must sincerely appreciate the effort of this chamber and, more importantly, the leadership of the 10th Senate under your very able leadership,” he said.
Ibrahim, elected on the APC platform and sworn in as a Senator in June 2023, said the Senate’s practice over the last two and a half years reflected liberal democratic principles consistent with Nigeria’s political system.
“This Senate has been one in history that has distilled serious concern for national interest and national development,” he said.
With Senator Ibrahim’s departure, the resulting by-election has now created a rare mid-term opportunity for political actors seeking relevance, visibility, and bargaining power ahead of the next general elections.
APC under pressure:
Several political analysts have predicted that the by-election once announced by INEC could become a major test of political strength within the fold of the ruling APC in Ondo State for the 2027 general election, most especially as the political machinery in Ondo South Senatorial District is roaring to life, setting the stage for an election that may define the state’s political rhythm ahead of 2027.
The district has always been one of the state’s most contested zones in history, due to its significant voter population and an oil-rich coastline whose development needs often become key political bargaining chips.
Several aspirants – both former office holders and new entrants – have begun mobilising consultations across the district’s local government areas, signalling an intense battle for party control in the coming weeks to succeed Senator Ibrahim.
Sources within the APC revealed that some leaders from Ondo South are already insisting that Senator Ibrahim’s replacement must come from within the existing party structure, while others argued that the contest should be thrown open to allow for broader participation in their desperation not to be caught unprepared when the electoral umpire eventually blows the whistle.
Within the party, the anticipated by-election has reopened old fault lines and sparked fresh ambitions. While some party leaders are pushing for continuity and internal cohesion, others see the contest as an opportunity to recalibrate influence within the party ahead of the 2027 general elections.
The development has also rekindled intra-party rivalries within the APC, particularly between the camps loyal to Senator Ibrahim, those aligned with Governor Lucky Aiyedatiwa, federal-level stakeholders and moneybags politicians, seeking to assert influence and support for President Bola Ahmed Tinubu in order to have a share of political positions ahead of the 2027 general election.
According to insiders, the supporters of Governor Aiyedatiwa are already seeing the upcoming by-election as an opportunity to consolidate his influence within the district as he positions himself ahead of the 2027 cycle, mostly in rallying support for President Tinubu’s re-election bid.
Also, the Abuja power blocs are already tightening their belts with federal-level politicians, including a top minister from the state, political appointees, and APC national powerbrokers eyeing the contest to hold the zone firm for their loyalists.
Some of the aspirants jostling for the seat have begun engaging party leaders, traditional rulers, and influential stakeholders, seeking endorsements and testing the waters, even as many of the interactions are being carried out discreetly, the undercurrent of competition is unmistakable.
Major political parties, particularly the ruling APC and the PDP, are believed to be reviewing their internal strategies. Party chieftains are also weighing zoning considerations, electoral strength, and the prevailing mood of the electorate as they map out pathways to securing the seat whenever the bye-election is declared by INEC.
Amid the early manoeuvrings, the unfolding contest is being shaped by the unique political configuration of the Ondo South Senatorial District, which comprises Okitipupa, Ilaje, Ese-Odo, Irele, Odigbo, and Okitipupa local government areas. Historically, the district’s politics has been driven by a delicate balance of zoning considerations, ethnic sensitivities, and party loyalty; factors that are once again returning to the front burner.
Aspirants eyeing the seat:
Also, the various aspirants coming out to contest the seat are said to be weighing how the zoning sentiments – particularly between the various zones ( Ikale, Ilaje, Apoi, Odigbo and Ile/Oluji) – may influence the party’s ticket, even as consultations with traditional rulers, party elders and influential opinion leaders intensify.
The aspirants include former political heavyweights and officeholders, former federal and state lawmakers angling for a return, technocrats seeking political entry, and grassroots mobilisers who are already putting their heads together and positioning themselves for a potential contest.
They include, but are not limited to, Senator Nicholas Tofowomo, Morayo Lebi, a former APC senatorial aspirant; Mayowa Akinfolarin, ex-House of Representatives member; and Mathew Oye Oyerinmade (MATO) and former Secretary to the State Government (SSG), Princess Oladunni Odu.
Others are: Former Speaker of the Ondo State House of Assembly, Jumoke Akindele; former Chief Press Secretary to the erstwhile Ondo governor, Eniola Akinsola; Boye Oyewumi; Diran Iyantan; and Otunba Kayode Fakuyi, among several others.
Nicholas Tofowomo:
Senator Tofowomo represented Ondo South Senatorial District in the 9th National Assembly from 2019 to 2023. In a supplementary election, he was elected to represent Ondo South after defeating the then incumbent Senator Yele Omogunwa. He previously served as the commissioner for transport during the former administration of ex-Governor Olusegun Mimiko.
Morayo Lebi:
Lebi, a legal practitioner, is a distinguished figure in the Ondo APC who has established himself as a visionary leader with a career spanning over three decades, having introduced the party to the southern part of the state. He contested various offices, including the Ondo South Senatorial seat in 2015, though he lost. He also contested the 2024 governorship election.
Lebi’s commitment to the party’s ideals is evident in his philanthropic efforts, including an N5 million contribution to support the rebuilding of the APC’s state secretariat, which was destroyed during the ENDSARS protest.
Mayowa Akinfolarin:
Akinfolarin is a former legislator and member of the Ondo State House of Assembly from 2003 to 2011, during which he rose to the position of deputy speaker, and was also a member of the Nigerian Federal House of Representatives from 2015 to 2023. He won seats in the House of Representatives to represent the interests of the Ile-Oluji/Oke-Igbo/Odigbo Constituency.
Akinfolarin further re-contested the seat and again won under the APC in 2019, becoming the only APC candidate to win the National Assembly election in Ondo South Senatorial District. Among several positions, he served as the chairman of the House Committee on Federal Road Safety Corps (FRSC) of the 9th National Assembly.
Mathew Oyerinmade:
Oyerinmade, popularly known as MATO, is also a chieftain of the APC and a renowned businessman. He contested the race for the Ondo South Senatorial Seat in 2023.
Born in Oke-Igbo, an ancient town in Ile Oluji/Oke-Igbo Local Government Area, on May 27, 1967, Oyerinmade is also known as a quiet philanthropist who has consistently contributed to poverty alleviation, empowerment, and community development in different parts of the state.
Oladunni Odu:
Princess Odu is an astute politician. She was born on December 29, 1952, in Okitipupa Local Government Area. She was appointed as Secretary to the State Government (SSG) by the late Governor Rotimi Akeredolu. She was a Commissioner for Education in Ondo State (1995-1999), a former Commissioner for Women Affairs (January 1999 to May 1999), and the Chairman of the Ondo State Universal Basic Education Board (SUBEB) from September 2003 to February 2009.
In 2013, Odu was appointed Director of the Federal Medical Centre, Asaba, a position she held till 2015. She was also appointed as the Federal Commissioner of the Public Complaints Commission, Akure, in 2015. She was again appointed as the Chairman of the Ondo State Universal Basic Education Board by the late Akeredolu in October 2017.
Jumoke Akindele:
Akindele was the first female speaker of the Ondo State House of Assembly. She is also a lawyer. She was born in Okitipupa Local Government Area. In April 2007, Akindele contested the Okitipupa Constituency II seat in the Ondo State House of Assembly, but lost to the opposition party. She re-contested on April 11, 2011 and was eventually elected. During her tenure in the House, she served as Chairman of the House Committee on Education.
On May 27, 2015, she was elected Speaker of the Assembly following the sudden demise of the former Speaker, Samuel Adesina. She relinquished the leadership position of the House in a resignation letter dated March 20, 2018.
Eniola Akinsola:
Akinsola was the former Chief Press Secretary (CPS) to the former Governor Olusegun Mimiko. He’s a journalist, writer, columnist-turned politician who hails from Ondo. He’s also progressive and once contested the Senate seat for the Ondo South Senatorial District.
Boye Oyewumi:
Oyewumi is a businessman and seasoned politician. He is a former governorship aspirant under the platform of the ruling APC. He is from Oke-Igbo in Ile-Oluji. Oyewumi carries with him a legacy of discipline, public service, and community loyalty. He is also jostling for the race to succeed Jimoh Ibrahim.
Oyewumi’s political consciousness was awakened early. As a young activist in the 1990s, he joined the historic Hope ’93 presidential campaign of Chief M.K.O. Abiola, standing firmly on the side of democratic values. He later aligned with the NADECO movement, lending his voice to Nigeria’s struggle to restore democracy.
Diran Iyantan:
Iyantan is a former Federal Commissioner for the National Population Commission (NPC), representing Ondo State and a former governorship aspirant under the platform of the All Progressives Congress (APC) in the November 16th, 2024, governorship election in Ondo State. He also served as a former Commissioner for Local Government and Chieftaincy Affairs in Ondo State.
The Ikale-born APC chieftain has been involved in progressive politics in the state since the inception of the Alliance for Democracy (AD), which later evolved into the APC. He’s also eyeing the Senate seat.
Kayode Fakuyi:
Fakuyi, who hails from Ilutitun Ward 2 in Okitipupa Local Government Area, is also a big player in the ruling APC. He was the coordinator for Buhari Vanguard in Ondo State in 2014/2015. He also coordinated a group of young professionals for the Tinubu/Shettima campaign in the 2023 general election.
He was a leading voice for the restoration of power supply to Ondo South Senatorial District when the distribution company disconnected the entire zone from the national grid. Mr Fakuyi holds a Master’s degree in Legislative Studies from the National Institute for Legislative and Democratic Studies (NILDS) in Abuja. He is a legislative consultant to many federal lawmakers and legislative institutions with a primary focus on public policy, public procurement, and constitutional matters.
Zoning and pressure groups:
Reacting to the political permutations, the Ikale United Front (IUF), following extensive consultations and rigorous deliberations at its annual general meeting, has resolved to support an ‘Ikale aspirant’ to contest the senatorial seat.
The group, in a statement issued by its National Publicity Secretary, Jelili Geoffrey Oladapo, disclosed that the IUF is ready to back any “consensus candidate” from the Ikale axis for the Ondo South Senatorial District.
The adoption, Mr Oladapo said, aimed to strengthen the organisation, advance its objectives, and promote the overall socio‑economic and cultural development of Ikale land.
“The group resolves to deliberately and vigorously strengthen its internal structures at all levels – national, local government, and grassroots – in order to effectively pursue its vision, mission, and stated objectives.
“The Ikale United Front resolves to support and stand solidly behind its active and credible members who aspire to contest for elective political offices, provided such support is achieved through consensus and aligns with the collective interest of the Ikale people,” it said.
Despite the call for consensus, political groups within the party have also stated that, for the sake of equity and fairness, the vacant seat for the Ondo South Senatorial District should be zoned to the Odigbo Local Council Area.
They argued that Odigbo remains the only of the six councils within the district without federal representation, dismissing the agitation to keep the seat in Okitipupa Local Council, where Senator Jimoh Ibrahim hailed from.
The group, Integrity Forum, which is rooting for one of the aspirants, Mayowa Akinfolarin, emphasised that the zoning arrangement for the southern senatorial seat rightly points to the Odigbo/Ile-Oluji/Oke-Igbo Federal Constituency due to its political strength.
According to the group’s General Secretary, Abiodun Adeniji, the nomination of Senator Ibrahim for the diplomatic post inherently opens the seat to new zoning considerations and arrangements.
“So, we want the zoning, if at all it’s going to take place and to come to Odigbo LGA. We are part of the South. The Ikale, Ijaw, Apoi, or Ilaje are not the only ones in the Southern Senatorial District.
“That’s why we too are demanding that we should be favoured. Any plan of Okitipupa Local Government to now want to take over again after Jimoh’s elevation is not applicable and not allowed,” Adeniji said.
Opposition smells opportunity:
In the midst of the political bickering, the opposition parties, particularly the crisis-ridden PDP, are reportedly weighing the option as they hope to capitalise on any cracks within the ruling APC for the vacant Senate seat.
The PDP, which once dominated Ondo South, is now smelling opportunity and quietly mobilising to reclaim lost ground in a district it once dominated, as the timing presents an opening.
The party is yet to regain its old statewide strength, but political pundits insist that a fractured APC could give the opposition a fighting chance – especially in Odigbo and Okitipupa, where it still retains a few pockets of influence.
Party sources told The Nation that the expected by-election is being treated as a strategic opening to test the APC’s grassroots strength and exploit internal divisions. Several PDP hopefuls are believed to be leveraging longstanding political networks and community ties, arguing that voter fatigue and local grievances could tilt the balance in their favour if properly harnessed.
Other opposition parties, such as the African Democratic Congress (ADC), Labour Party (LP), and the African Action Congress (AAC), are not left out of the calculations. Though unlikely to dominate the race, they are positioning to influence outcomes through alliances or by serving as alternative platforms for aggrieved aspirants shut out of the race.
At the grassroots level, the contest is already stirring renewed political engagement. Community leaders, youth groups, and market associations are being courted, not only with promises of representation but with assurances of development-focused legislation and effective presence in Abuja.
Political pundits in the state note that local concerns such as infrastructure deficits, coastal erosion in riverine communities, unemployment, and lack of electricity and security are likely to feature prominently once campaigns formally commence in a short while.
They explained that the early mobilisation reflects lessons learnt from past electoral contests, where delayed preparation proved costly for some contenders, even though the uncertainty surrounding the timing of the bye-election has become a motivation rather than a deterrent.
As the political temperature gradually rises, the residents of Ondo South are watching with keen interest, as many believe the impending contest offers an opportunity to reassess representation at the federal level and demand greater accountability from their senatorial representative.
For now, all eyes remain on INEC, as the electoral body’s silence has done little to slow the pace of political calculations. In the shadows of anticipation, the groundwork for what promises to be a keenly contested race is already well underway.
After party primaries ended on December 15, 2025, as set by the INEC, preparations began for the August 8, 2026, off-cycle governorship election in Osun State. Correspondent Toba Adedeji gives an overview of the political contest.
The selection of governorship candidates in Osun State has changed the landscape ahead of the 2026 election. As a result, stakeholders and supporters are now forming alliances and building grassroots support for what looks to be a closely contested race to decide who will lead from the Bola Ige House for the next four years.
Meanwhile, in 2025, major opposition parties in the state, including the All Progressives Congress (APC), African Democratic Congress (ADC), and Allied Peoples Movement (APM), began seeking credible candidates to represent them in the election, a move that sparked political stirrings.
APC and emergence of Oyebamiji:
Within the APC, calls grew stronger to zone the governorship ticket to the Osun West Senatorial District, especially if the Minister of Marine and Blue Economy, Adegboyega Oyetola, chose not to run again. Political leaders and groups from the district pushed hard for this consideration.
Oyetola later withdrew from the race, which allowed nine aspirants to compete for the party’s governorship ticket.
Those who aspired for the APC ticket include: Asiwaju Bola Oyebamiji, former Managing Director of NIWA (Ikire, Osun West); Iyiola Omisore, former Deputy Governor (Ile-Ife, Osun East); Prince Dotun Babayemi (Gbongan, Osun West); Benedict Alabi, former Deputy Governor (Ikire, Osun West); Dr Akin Ogunbiyi, insurance magnate (Ile-Oogbo, Osun West); Kunle Adegoke, SAN (Osogbo, Osun Central); Senator Babajide Omoworare (Ile-Ife, Osun East); Dr Mulikat Jimoh, former Osun House of Assembly member (Ikirun, Osun Central); and Babatunde Hareter Oralusi (Ile-Ife, Osun East).
After the screening, only Oyebamiji and Dr Mulikat Jimoh, the only female aspirant, were cleared to contest the primary. This caused tension within the party until President Bola Ahmed Tinubu intervened.
Eventually, a consensus was reached, and Asiwaju Munirudeen Bola Oyebamiji (popularly known as AMBO) was presented as the APC governorship candidate on December 13, 2025.
Since Oyebamiji became the candidate, the party has experienced some tension. Omisore openly expressed his dissatisfaction, accusing Oyetola of supporting Oyebamiji and utilising party resources to aid him.
Later, party leaders held a reconciliation meeting at Chief Bisi Akande’s home in December 2025. All aspirants were told to join forces within the APC to help the party win. The State Working Committee also encouraged the eight aspirants to unite and work together before the election.
The party said that Oyebamiji’s selection unsettled the ruling party. Through the Director of Media, Chief Kola Olabisi, and APC Chairman Tajudeen Lawal, they praised the aspirants for accepting the result without bitterness.
Lawal also expressed appreciation to President Bola Ahmed Tinubu, Chief Akande, Alhaji Oyetola, the Agba Osun Caucus, and other stakeholders whose interventions ensured a seamless primary.
Olabisi said the peaceful primary proved wrong those who predicted problems and showed the party’s unity. He also said that aspirants who put the party first would be remembered well in the party’s history.
He encouraged party members to work together as a strong, united team in the August 8, 2026, election, aiming to win back power from Governor Ademola Adeleke.
One of the APC’s main strengths is its unity since losing power in 2022. Except for former Governor Rauf Aregbesola, who was expelled with his allies for alleged anti-party activities, the party has not lost any major figures to the ruling party.
On the contrary, APC has gained prominent politicians from the PDP, including Senators Francis Fadahunsi (Osun East) and Olubiyi Fadeyi (Osun Central); House of Representatives members, Oluwole Oke, Sanya Omirin, and Taofeek Ajilesoro; and former PDP National Deputy Chairman, Chief Shuaib Oyedokun.
The party also boasts influential leaders across the nine federal constituencies, including Senator Ajibola Basiru, APC National Secretary; Engr. Olalekan Badmus in Osogbo; Kayode Oduoye in Ikirun; Oyetola in Iragbiji; Chief Akande and Fadeyi in Ila-Orangun; Babayemi in Gbongan; and Oyebamiji in Ikire.
APC’s weaknesses:
A main concern for the APC is that reconciliation may not be complete, especially with disqualified aspirants like Omisore, who may not fully support the party’s success.
Also, if the party does not choose a strong deputy governorship candidate from important towns like Osogbo or Ile-Ife, its chances could be hurt.
The APC may also face challenges in Ede North and South, Governor Adeleke’s hometown, and in local governments such as Egbedore, Orolu, Iwo, Ayedire, Odo-Otin, and Ola-Oluwa, where the current governor has invested heavily in infrastructure.
Adeleke’s chances:
In the lead-up to its planned primary in 2025, PDP chairman Sunday Bisi said internal problems made it impossible to hold the event. He explained that Governor Adeleke’s participation would depend on whether the crisis was resolved within INEC’s timeline, which shaped the party’s immediate strategy.
Consequently, Adeleke left the PDP for the Accord Party, taking with him members of his cabinet and political appointees. As the only aspirant, he became the Accord Party’s governorship candidate and promised to seek a second term.
Accord’s strengths:
The Accord Party’s main strength lies in its successful merger with the PDP structure. Furthermore, while Adeleke has revived the party, Accord also benefits from its position on the ballot, which comes before the APC.
Adeleke’s position as governor, his influence in the civil service, focus on workers’ welfare, promotions, and payment of salary arrears have made him more popular. His work on infrastructure in Ede, Ilesa, Osogbo, Ila-Orangun, Iwo, and other areas is also likely to win votes.
Most PDP members remain loyal to Adeleke, and he also has support from Senator Lere Oyewumi, six House of Representatives members, and 23 state lawmakers. This further improves his chances.
Accord’s weaknesses:
A big weakness is that many voters, especially in rural areas, do not know much about the party’s ideology. Many still link Adeleke to the PDP and may not be aware that he has switched parties.
The party’s weak grassroots structure is another challenge, so it must depend on the PDP networks it inherited. Some PDP loyalists may also refuse to back Adeleke because of their loyalty to the party.
Aregbesola’s ADC:
At the same time, former Governor Rauf Aregbesola, now the ADC’s National Secretary, is another key player in the race. He and his allies left the APC in 2025 after being expelled for alleged anti-party activities, adding a new dynamic to the competition.
The ADC has been mobilising support with figures such as former Speaker Najeem Salam, former SSG Moshood Adeoti, Senator Adelere Oriolowo, and former APC chairmen Razaq Salinsile and Adelowo Adebiyi.
However, the ADC faced a setback when Adeoti left, citing dissatisfaction with the group’s internal governance. He left after reports that Salam had been selected as the preferred candidate in a mini-election among the group’s leaders in Lagos, where he received 11 out of 15 votes.
Adeoti’s exit could weaken the ADC due to his political influence and past support for Aregbesola’s victories. Still, Salam became the party’s governorship candidate.
PDP as a potential game-changer:
Even after Adeleke left, the PDP chose Adebayo Adedamola, an ally of Oyo State Governor Seyi Makinde, as its governorship candidate. If INEC accepts this nomination, the PDP could split votes that might have gone to Adeleke, making the race more complicated.
Nigeria’s economic outlook for 2026 is something to cheer about if the projections by the World Bank and the Nigerian Economic Summit Group (NESG) are anything to go by.
According to the 2026 ‘Global Economic Prospects’ report by the World Bank released recently, the Bretton Wood institution projected Nigeria’s economic growth rate for 2026 to 4.4 percent from the 3.7 percent forecasted in June 2025.
The global financial institution also upgraded Nigeria’s economic growth rate for 2027 to 4.4 percent from 3.8 percent.
In addition, the bank estimated that Nigeria’s economy grew by 4.2 percent in 2025, compared to the 3.6 percent forecasted in June last year.
Also, the World Bank increased its 2026 global economic growth rate projection from 2.4 percent to 2.6 percent.
In the report, the financial institution also estimated a 2.7 percent economic growth rate for the 2026 period compared to the 2.3 percent orecasted in June last year.
According to the report, the 2027 global economic growth rate is projected at 2.7 percent, compared to the 2.6 percent forecasted in June 2025.
The World Bank said the global economy is proving more resilient than anticipated despite persistent trade tensions and policy uncertainty.
However, the bank noted that while global growth remains stable, it is concentrated in advanced economies and is unlikely to reduce extreme poverty, with the 2020s on track to be the weakest decade since the 1960s.
“The resilience reflects better-than-expected growth — especially in the United States, which accounts for about two-thirds of the upward revision to the forecast in 2026,” the World Bank said.
The institution said global growth will slow in 2026 as trade-related boosts fade, but easing financial conditions and fiscal expansion are expected to cushion the impact.
It added that inflation is projected to edge down to 2.6 percent in 2026, with growth picking up in 2027 as trade and policy uncertainty ease.
Indermit Gill, the World Bank Group’s chief economist, said with each passing year, the global economy has become less capable of generating growth while appearing more resilient to policy uncertainty.
“But economic dynamism and resilience cannot diverge for long without fracturing public finance and credit markets,” Gill said.
“Over the coming years, the world economy is set to grow slower than it did in the troubled 1990s — while carrying record levels of public and private debt.
“To avert stagnation and joblessness, governments in emerging and advanced economies must aggressively liberalise private investment and trade, rein in public consumption, and invest in new technologies and education.”
The World Bank said sub-Saharan Africa’s growth is expected to rise to 4.3 percent in 2026 and 4.5 percent in 2027.
In 2026, the institution said growth in developing economies is projected to slow to 4 percent from 4.2 percent in 2025 before edging up to 4.1 percent in 2027 as trade tensions ease, commodity prices stabilise, financial conditions improve, and investment flows strengthen.
The bank noted that growth is projected to be higher in low-income countries, averaging 5.6 percent over 2026–2027, supported by stronger domestic demand, recovering exports, and moderating inflation.
The World Bank said developing economies will continue to lag behind advanced economies, with per capita income growth projected at 3 percent in 2026, widening the income gap.
“At this pace, per capita income in developing economies is expected to be only 12% of the level in advanced economies,” the institution said.
Ayhan Kose, the World Bank Group’s director of the Prospects Group, said with public debt in emerging and developing economies at its highest level in more than half a century, restoring fiscal credibility has become urgent.
“Well-designed fiscal rules can help governments stabilise debt, rebuild policy buffers, and respond more effectively to shocks,” Kose said.
“But rules alone are not enough: credibility, enforcement, and political commitment ultimately determine whether fiscal rules deliver stability and growth.”
Also the NESG has declared that the country has exited its period of acute economic crisis, forecasting a 5.5% GDP growth rate for 2026.
The announcement was made on Thursday during the launch of the group’s 2026 Macroeconomic Outlook report, titled “Consolidating Economic Stabilisation Gains: Pathway to Sustainable Growth in Nigeria.”
NESG also projected foreign reserves to rise to $52 billion, but cautioned that the next 18 months will be critical in preventing policy reversals.
NESG Chairman, Niyi Yusuf, acknowledged that Nigeria had undergone one of its most disruptive adjustment periods in recent history.
He described recent reforms as painful but necessary, noting they marked the stabilisation phase of economic recovery.
“Stabilisation alone does not equate to prosperity,” Yusuf said, stressing that growth remains modest, uneven, and concentrated in a few sectors with limited impact on jobs and household incomes.
He urged policymakers to consolidate reform gains and transition toward sustainable, inclusive growth.
Meanwhile, the Chief Economist Dr. Olusegun Omisakin outlined projections for 2026 showed GDP growth: 5.5%, with inflation: 16% (with a target of single digits by 2029).
He warned that Nigeria faces a “critical 18-month window” to consolidate reforms, citing examples from Ghana and Brazil where economies regressed after failing to sustain momentum. Without consistent implementation, growth could slip back to 2–3%.
Omisakin emphasised the need to shift focus from the services sector, which currently contributes 60% of GDP, to more productive areas such as agriculture and manufacturing.
He argued that linking manufacturing with agriculture could deliver 6–8% growth in the sector.
The NESG urged both government and private sector stakeholders to remain committed to reforms.
Omisakin concluded: “Nigeria has turned the corner. Now we must sustain the momentum.”
Exactly 12 months after Uzoamaka Oshogwe mounted the saddle as the Managing Director/CEO of Transcorp Hotels Plc, the received wisdom out there is that the woman who sits atop one of the major players in the nation’s hospitality subsector is that she has indeed raised the bar in nearly all parameters.
Oshogwe, whose appointment was announced by the Board of Directors of Transcorp Hotels in December 2024, assumed her new role on January 1, 2025, at the hospitality subsidiary of Transnational Corporation Plc, and has not looked back ever since.
The Transcorp Hotels boss, who brings a wealth of experience spanning over 30 years in leadership, business transformation, and strategic management as a seasoned executive with a proven track record of delivering exceptional results, has reportedly steered the hospitality behemoth into an exciting new chapter of growth and expansion.
With her experience developing large-scale luxury projects, Oshogwe’s resumption, according to stakeholders, has marked a significant milestone in the journey of Transcorp Hotels Plc as it continues to uphold its legacy of redefining excellence in the Nigerian hospitality industry.
Since assuming office, Oshogwe has delivered a defining period of transformation for Nigeria’s leading hospitality company. This strong leadership foundation has been instrumental in shaping the strategic direction and performance of Transcorp Hotels Plc under her stewardship.
One of the most striking achievements of Oshogwe’s tenure has been the company’s robust financial growth, driven by operational efficiency, revenue diversification, and disciplined execution.
In Q1 2025, Transcorp Hotels Plc reported ₦21.0 billion in revenue, representing a 52% increase year-on-year, a performance widely acknowledged as evidence of strong market demand and effective leadership.
The momentum accelerated in the first half of 2025, with revenue rising 60% year-on-year to ₦47.57 billion. Gross profit surged by 71%, underscoring improved margins and cost optimisation. The company also approved an interim dividend exceeding ₦1 billion (10 kobo per share), reinforcing its commitment to delivering tangible returns to shareholders.
By Q3 2025, revenue had reached ₦72.31 billion, reflecting a 49% year-on-year increase, while Profit Before Tax rose by 36% to ₦22.4 billion. Gross profit margins expanded to an impressive 76%, highlighting sustained operational excellence and strong service delivery across the portfolio.
Collectively, these results have strengthened Transcorp Hotels Plc’s reputation as one of the most financially resilient and high-performing hospitality companies on the Nigerian Exchange.
Experts view Transcorp Hotels Plc’s fortunes positively, citing strong revenue growth, increased profitability (especially in Q3 2025), improved margins, and strategic management, driven by booming Nigerian hospitality demand, efficient operations at Transcorp Hilton Abuja.
Analysts expect the company to capitalise on Nigeria’s economic growth, with projections for continued strong performance in leisure, business travel, and events.
Her first year in office has been marked by exceptional financial performance, strategic asset activation, global recognition, and strengthened shareholder value, firmly positioning Transcorp Hotels Plc as a dominant force in Africa’s hospitality and MICE landscape.
Before her appointment, she served as Managing Director/CEO of Afriland Properties Plc, where she led landmark real estate developments and portfolio expansion.
Her career includes senior leadership roles at United Bank for Africa Plc and Accenture UK, equipping her with deep expertise in strategy, operations, and transformation. Academically, she holds a B.Sc. in Chemistry from Ambrose Alli University, an MSc in Information Systems Design from the University of Westminster, London, and a professional certificate in Real Estate Management from Harvard Business School. She is also an RICS-accredited Civil and Commercial Mediator, a Fellow of the Institute of Management Consultants, and an alumna of Lagos Business School and IESE Business School, Spain, having completed both institutions’ Advanced Management and Chief Executive programmes.
Under Oshogwe’s leadership, Transcorp Hotels Plc has received extensive local and international recognition, further validating its market leadership and service excellence.
In 2025, the company was recognised by Statista, in collaboration with the Financial Times, as one of the fastest-growing companies in Africa, while Africa Business Magazine listed Transcorp Hotels Plc among Africa’s Top 250 Companies.
At the prestigious Seven Star Luxury Awards in Portugal, the company secured triple honours, winning Best Luxury Business Hotel (Nigeria & Africa) for Transcorp Hilton Abuja, Best Luxury Events and Conference Centre (Nigeria & Africa) for the Transcorp Centre, and Best CEO of the Year, awarded to Uzoamaka Oshogwe for her transformational leadership.
Further reinforcing its dominance, Transcorp Hilton Abuja clinched five major titles at the World Travel Awards 2025, including Nigeria’s Leading Business Hotel, Nigeria’s Leading City Hotel, Nigeria’s Leading Hotel, Nigeria’s Leading Hotel Suite, and Africa’s Leading Business Hotel.
Additionally, Transcorp Hotels Plc was named Hospitality Company of the Year at the Independent Newspapers Awards, recognising its outstanding growth, profitability, and strategic execution.
A landmark achievement during Oshogwe’s tenure has been the completion and commissioning of the 5,000-seat Transcorp Centre, a purpose-built events and conference facility. The Centre significantly expands the company’s footprint in the Meetings, Incentives, Conferences, and Exhibitions (MICE) segment, positioning Nigeria as a competitive global conference destination.
Within its first year of operation, the Transcorp Centre successfully hosted major international events, including the 2025 Afreximbank General Meetings, which attracted heads of state, policymakers, global investors, and industry leaders. This milestone validated the Centre’s capacity to host complex, high-level global engagements and reinforced Transcorp Hotels Plc’s leadership in the premium MICE market.
Beyond operational and brand achievements, Oshogwe’s leadership has continued to unlock value for shareholders through sustained profitability, dividend growth, and strategic asset optimisation. Transcorp Hotels Plc’s earlier entry into the ₦1 trillion market capitalisation club on the Nigerian Exchange remains a defining indicator of investor confidence and long-term value creation.
In just one year, Oshogwe has firmly established herself as a transformational leader, delivering strong financial results, global recognition, and strategic expansion for Transcorp Hotels Plc. Her tenure to date reflects a compelling blend of vision, execution, and excellence: positioning the company for sustained growth and reinforcing its prominence on both the African and global hospitality stage.
Olam Agri has been recognised by the Top Employers Institute as a Top Employer 2026 in Nigeria for the sixth consecutive year, reinforcing Olam Agri’s sustained commitment to creating a high-performing workplace through data-driven people strategies, independent validation, and a clear focus on practices that drive business performance, employee engagement and growth.
The Top Employers Institute also recognized Olam Agri as a Top Employer across the African continent for the sixth consecutive year, with certifications in nine other countries including Cameroon, Côte d’Ivoire, Mozambique, Nigeria, Senegal, South Africa, Australia, The Netherlands, and Switzerland. This recognition underscores Olam Agri’s position as an employer of choice, where employees are empowered to grow meaningful careers within a purpose-driven organisation that values performance, inclusion, collaboration, and long-term impact.
Active in 131 countries/regions, Top Employers Institute is the global authority in HR certification, benchmarking and advisory. Its Programme certifies organisations based on the results of its HR Best Practices Survey which covers six domains including People Strategy, Work Environment, Talent Acquisition, Learning, Diversity, Equity & Inclusion, and Wellbeing.
Speaking on the significance of the consecutive recognitions, Jaideep Biswas, Senior Vice President & Regional Head of Human Resources, Olam Agri, said, “To have secured the Top Employer Certification for the sixth consecutive year reinforces our focus and intentionality on building and maintaining an engaged, inspired and satisfied workforce. Our team is our greatest asset, and we continuously deploy cross-cutting programmes to ensure excellence and shared learning.”
Anil Nair, Olam Agri in Nigeria Country Head, explained, “As we strive to ensure a food-secure world, we also ensure our world-class workforce finds fulfilment in their roles. Thanks to our human resource department leaders’ inputs, we keep recording positive employee sentiment and high retention rates. The sixth consecutive Top Employee certification will spur us to do more to maintain a well-equipped and inspired workforce as the world of work transforms.”
Olam Agri is committed to building an inspiring and high-performing organisation where passionate employees drive business growth, contribute to a sustainable future, and build fulfilling careers through:
A culture of excellence: that encourages collaboration and teamwork, rewards meritocracy and entrepreneurial spirit that allows intelligent risk-taking, and a diverse and inclusive workplace built on trust and autonomy. Easy access to senior leadership further empowers employees, eliminating bureaucratic hurdles and fostering agile decision-making.
Making a difference: a purpose driven workplace that has sustainability at its heart. It gives us an opportunity to play our part in strengthening global food security, improving access to better nutrition, enhancing the livelihood of communities, as well as tackling climate change.
Opportunity to flourish: a global footprint allowing careers that are truly global. This allows people to take on challenging assignments that broaden their experience and help shape and guide their own careers matching their aspirations. Everyone feels valued, recognised and supported to reach their full potential.
Top Employers Institute CEO Adrian Seligman commented: “Achieving a Top Employer Certification for 2026 reflects Olam Agri’s dedication to building an outstanding workplace that enables sustained business performance. Their strong alignment between people strategy and organisational goals, combined with a commitment to continuous improvement, demonstrates the impact of their transformative practices. We are proud to recognise Olam Agri for their meaningful contribution to a better world of work.”
Businesses whose primary role is linked with data control and processing are now required to conduct data protection compliance audits or risk a fine of N10millin or 2% of annual gross revenue, The Nation can authoritatively report.
From available information, the Nigeria Data Protection Act (NDPA) mandates that all Data Controllers and Processors of Major Importance conduct an annual Data Protection Compliance Audit and file their returns with the Commission within the Q1 window.
Besides, the official commencement of the Audit Season provides an ideal window for a thorough data protection review. By initiating the process early, organisations can ensure their assessments are exhaustive and stress-tested. This is particularly vital this year, as the NDPC has signalled increased oversight and more rigorous penalties for non-compliance.
Specifically, the Nigeria Data Protection Commission (NDPC) has signaled stricter enforcement this year, with penalties for non-compliance reaching up to ₦10 million or 2% of annual gross revenue.
Expatiating, Amoo Francis, a data analyst, reiterated that Nigeria’s data protection compliance is now governed by the Nigeria Data Protection Act (NDPA) 2023 and the effective General Application and Implementation Directive (GAID) 2025, which replaced the old NDPR and provides concrete rules for compliance, including mandatory registration for major processors, Data Protection Officer (DPO) requirements, Data Protection Impact Assessments (DPIAs), and stricter breach reporting, signaling a shift to active enforcement with penalties for non-compliance, note Afriwise, Mondaq, Andersen in Nigeria, and Chambers and Partners.
According to him, key changes include defined roles for DPOs, expanded definitions for “Data Controllers/Processors of Major Importance,” and new mechanisms for cross-border data transfers and data subject redress. “The General Application and Implementation Directive (GAID) became effective in September 2025, providing the operational roadmap for the NDPA and superseding the former NDPR.”
The NDPC is actively enforcing compliance, issuing notices, and imposing penalties, requiring companies to conduct gap analyses and update policies immediately.
Lending credence to the foregoing, Mikun Adeseyoju of DataPro Nigeria Limited, a leading compliance solutions and technology-driven rating agency in Nigeria, advised companies to ensure they factor audit of their data protection into their work plan early in the year.
“Do not just tick the box; ensure true resilience. At DataPro, we believe in “Practice over Theory.” As a licensed Data Protection Compliance Organisation (DPCO) celebrating over 30 years of excellence (1995–2026), we do not just help you file a report; we ensure you meet all regulatory requirements while strengthening your data protection framework. We will assist your organisation in developing, documenting, and compiling all the required information for submission.
“Our NDPA Audit Service covers risk identification, uncovering hidden vulnerabilities in your data processes, and with our remediation process we hope to deploy practical steps to fix gaps before the regulator sees them and also guarantee compliance assurance by ensuring your 2026 Audit Report is filed accurately and on time.”
The nation’s downstream petroleum marketing is set to experience a major shift with unveiling of the first fully automated and unmanned fuel stations by AA Rano Nigeria, a development which has elicited mixed feelings in different quarters. Ibrahim Apekhade Yusuf in this report examines the pros and cons.
When a self-dispensing filling station Pinnacle Oil and Gas Limited owned by Mr. Peter Mbah, first made its debut in Lagos in 2016, it was indeed seen as a novel idea.
Enter AA Rano
But it does appear that the idea whose seed was sown 10 years ago will soon become the in-thing, all thanks to the initiative by AA Rano Nigeria which has hinted of plans to introduce automated, unmanned fuel stations with 24/7 service, digital payments, and SmartPump technology, this month, marking a shift in the downstream petroleum market and altering how motorists purchase fuel and how operators manage retail outlets.
According to the management of the AA Rano Nigeria, founded by oil magnate Auwalu Abdullahi Rano, the stations will offer 24-hour, self-service fueling supported by digital controls and remote monitoring. The project is being implemented through a partnership with Petrosoft Limited, a Nigerian technology firm that develops management systems for the oil and gas industry.
Under the agreement, Petrosoft will deploy its automated station technology across AA Rano’s retail network nationwide.
In a statement by AA Rano, the first unmanned stations are expected to start operations in January 2026, allowing customers to refuel, make contactless payments and complete transactions without attendants.
AA Rano said the technology is designed to reduce losses, improve transparency and reassure customers that they are getting the exact volume of fuel they pay for. Mohammed Sule, general manager for retail at AA Rano Nigeria, said the investment reflects the company’s response to rising competition and changing consumer expectations.
“This is about making fueling simpler, faster and more reliable,” Sule said. “Customers want convenience and trust. Automated stations allow them to fuel at any time, with confidence in what they are buying.”
Petrosoft will power the stations with its SmartPump platform, integrating retail automation, inventory tracking and corporate fuel management. The system enables self-service refueling, fleet vehicle identification and real-time dispenser control, with tank gauging and cloud monitoring to track fuel levels, detect leaks and curb theft.
Petrosoft Chief Executive Officer Joshua Denila said the project shows how homegrown technology can solve long-standing problems in Nigeria’s fuel retail market. “Our systems are developed locally and built to international standards,” Denila said. “They are designed to improve efficiency from single stations to large fueling depots.”
Petrosoft Limited also hopes to deploy its SmartPump technology across AA Rano’s 200 retail outlets nationwide, including border communities with Niger, Chad, Benin and Cameroon.
AA Rano began fuel marketing in 1994 and was incorporated in 2002. Headquartered in Kano, the group operates across the oil and gas value chain, including distribution, marketing, logistics and trading. It runs more than 200 retail outlets supported by a fleet of more than 600 trucks. Recent investments include a 60-million-liter tank farm in Lagos, an LPG terminal and a 20,000-metric-ton LPG facility backed by an acquired vessel.
Auwalu Abdullahi Rano built AA Rano from the ground up, expanding it from a small operation in Kano into a diversified group with interests in oil and gas, aviation and agriculture. Beyond business, Rano is active in social development through charitable efforts. Through the A.A. Rano Foundation, he supports education, health care and youth-focused initiatives across Nigeria.
Matters arising
Expectedly, AA Rano’s project described as laudable in some quarters has also led to some unforeseen reactions.
Petrol station workers under the aegis of the Concerned Petrol Station Workers have opposed plans by AA Rano to introduce what the company described as Nigeria’s first fully automated and unmanned fuel stations.
The workers warned that the move, if implemented without adequate safeguards, could worsen unemployment and contribute to rising insecurity across the country.
The convener of the Concerned Petrol Station Workers and rights advocate, Comrade Ibrahim Zango, expressed strong reservations about the development.
In a statement issued in Kaduna last Thursday, Zango said many young Nigerians currently engaged as petrol station attendants could lose their means of livelihood.
He noted that the timing of the initiative was wrong, given the country’s prevailing economic challenges and rising unemployment rate.
“At a time when Nigeria is already grappling with mass unemployment, rising cost of living, and growing insecurity, deploying job-eliminating technology without safeguards is dangerous,” Zango said.
He urged stakeholders to consider the human cost of the innovation, stressing that thousands of families depend on earnings from petrol station jobs.
“So imagine the number of AA Rano fuel stations alone across the country and even beyond. Imagine the number of pump attendants working and earning their living from these stations,” he added.
Zango said many of the attendants had spent decades in the job and deserved better treatment than being displaced without a clear transition plan.
“To us, sending us out of the jobs some of us have been doing for decades without robust plans will only multiply our crisis as a country,” he stated.
The workers’ leader acknowledged the importance of technological advancement but insisted that innovation should not come at the expense of workers’ welfare.
According to him, automation in the downstream petroleum sector should be designed to create new opportunities rather than eliminate existing jobs.
Zango also called on the Federal Government and relevant regulatory agencies to urgently develop clear policies to balance technological innovation with labour protection.
He further appealed to AA Rano’s management to uphold its social responsibility, noting that many petrol station attendants today were once at the same starting point as the company’s chairman.
“They should not be pushed out of their livelihoods in the name of innovation,” Zango said, urging dialogue between the company, workers, and regulators before the project is implemented.
Nigeria not alone
Apart from Nigeria, several African countries are adopting automated and contactless fuel dispensing, most notably South Africa, Kenya, Uganda, Tanzania, and Ghana.
From available information, The Nation can authoritatively report that in South Africa, contactless fleet fueling solutions have been deployed by companies like OTI PetroSmart.
The country has generally high adoption of general contactless payment methods, which facilitates the use of such systems.
Kenya, Uganda, and Tanzania: The company Pesapal launched a forecourt management solution in these countries in January 2023 that integrates digital and mobile money payments, enabling automation and remote monitoring of fuel stations.
While not fully automated unmanned stations as in Nigeria, Ghana uses digital retail outlet fuel monitoring systems, and local stations are implementing technology for real-time sales and tank data management.
These platforms aim to improve efficiency, transparency, and the customer experience, often using locally developed technology to address specific market challenges.
Best practice abroad
According to Dotun Morgan, a petroleum economist, there are contactless fuel stations in the USA, Canada, Japan, China, most of which have been serving the public interest from time immemorial.
While acknowledging that it is an emerging trend in Nigeria today, Morgan said matter-of-factly that contactless fuel stations are available and widely implemented in the USA, Canada, Japan, and China, although the technology and prevalence can vary by station and region.
“In the United States for instance, contactless payment is widely available at many major fuel chains, often through mobile apps or tap-to-pay options at the pump and besides, many major brands like ExxonMobil, Shell, BP, and Chevron offer dedicated apps that allow you to pay at the pump from your car using geolocation or QR codes.
“This is just as many modern pumps are equipped with NFC (Near Field Communication) readers, allowing payment with smartphones (Apple Pay, Google Pay) or contactless credit/debit cards. While many stations have the hardware, the service is not universally enabled at all locations, so it’s best to look for the universal wave symbol or check the app for participating locations.”
Expatiating, he said, “In Canada, contactless payment is common and readily available at most major fuel retailers. Companies like Petro-Canada have mobile apps that support contactless payment, including Apple Pay and Google Pay, and allow users to manage loyalty points and activate car washes and most modern pumps support standard tap-to-pay options using credit cards, debit cards, or mobile wallets. There are several self-service gas stations common in Japan, and most of these accept credit cards at the pump.
“The self-service terminals usually feature a touchscreen interface. While an English language option is often available, major credit cards are accepted directly at the pump. China is rapidly adopting advanced, highly automated contactless refueling technologies, as many major oil companies like CNPC have rolled out “non-contact refueling” services, where customers can pay via mobile payment platforms (like Alipay or WeChat Pay) using QR codes or in-car infotainment screens.”
Some smart stations are even testing fully automated, robotic refueling systems where a robotic arm handles the entire process, including payment authentication via plate recognition, without the driver needing to leave the vehicle.
Pre-COVID 19, U.S. gas stations were making the transition to more contactless solutions for their customers with Chevron becoming the first official Apple Pay partner in 2016.
Mobil, the first U.S. gas retailer to introduce pay at the pump in 1986, offered motorists the first mobile payment option in 1997 with its Speedpass key tag. By 2015 ExxonMobil was allowing customers a contactless pump and pay solution on their smartphones.
While most retailers had to switch to EMV technology by 2015 – or risk being on the hook for fraudulent credit card activity – U.S. gas retailers originally had until October 2020, to make the change because of the time and cost associated with upgrading each pump.
Even before the COVID-19 pandemic changed the way we think about contact with high-touch surfaces and face-to-face transactions, U.S. gas stations were embracing contactless solutions for motorists.
Also in Saudi Arabia, running a fuel station without automation is no longer possible. The Arabian country is rapidly adopting automated and contactless fuel/gas platforms, driven by Vision 2030 and government mandates for digital transformation, with solutions like QR code payments (STCPay), RFID systems, and self-service terminals allowing for unattended, app-based fueling and payments, reducing manual work and improving efficiency.
The government requires fuel stations to have management systems for tax compliance, with plans to phase out non-compliant manual operations.
Automation ensures adherence to regulations, improved security, and accurate reporting, moving away from paper-based systems.
The Saudi government stipulates that all gas stations must have a fuel management system and be connected to the tax system to print receipts.
This correspondent had in 2017, during a pilgrimage to the Holy land saw a few gas stations that were self-service, and this was at a time the idea was pretty unknown anywhere such that yours truly was awestruck by the experience.
Unfounded fears about new technology
Checks by The Nation revealed that the country currently has over 22,681 registered filling stations.
While commenting on the fears being expressed by workers over loss of jobs, Stanley Okafor, a public affairs commentator said it is unfounded given the fact that AA Rano’s phased introduction of 200 automated filling stations represents less than one percent of the entire population size of the fuel stations nationwide.
“It is true that AA Rano is leading the vanguard of those bringing innovation into the downstream sector but it doesn’t mean that they will change things overnight, it will be a gradual thing.”
Pressed further, Okafor said, unlike the conventional platforms, contactless fuel stations offer significant advantages for both customers and station operators, focusing on speed, security, and efficiency.
While commenting on the benefits, he said it aids speed and convenience especially as transactions are completed in seconds, cutting transaction time by up to 50%.
This reduces wait times and allows drivers to refuel and leave quickly, Okafor stressed.
Automated, contactless stations operate around the clock, providing fuel access at any time without the constraints of traditional operating hours, just as it minimises physical contact with keypads, cash, and other shared surfaces reduces exposure to germs and viruses, a significant benefit for public health.
Besides, contactless payments use secure technologies like tokenisation and encryption (NFC and RFID), making it difficult for fraudsters to skim card data and providing better protection than magnetic stripe cards.
Unmanned fuel station an idea whose time has come!
For many Nigerians, automated and contactless fuel stations are a phenomenon that has come to stay and therefore inevitable.
While acknowledging that AA Rano is currently at the forefront of the innovation, analysts have argued that major players like NNPC Limited, TotalEnergies, Eterna, Ardova PLC (AP), and Total Plc (now TotalEnergies Marketing Nigeria Plc) are more than likely to adopt similar technologies or partner with local tech firms like Petrosoft or international providers like 360Fuel.
Innocent Ifode is the Managing Director/Chief Executive, Fueling Agile Nigeria Limited, a technology-driven venture with focus on fuel and fleet management. In this interview with Ibrahim Apekhade Yusuf, the software engineer shares interesting insights on how businesses can address cost efficiency, strengthen accountability, and maintain optimum productivity in their day-to-day operations. Excerpts:
One of the cost components of businesses is energy cost. Thankfully, this is one area of concern to you as a business. What are the gaps you want to bridge here?
For as a business concern, the decision to veer into this area was borne out of the need to address the practical problem we all observed daily: the inefficiency and frustration drivers and businesses face when trying to access fuel and petroleum products such as Premium Motor Spirit and Automotive Gas Oil (AGO). Motorists are often forced to endure long queues at a single filling station, even though the same product is available across multiple stations at the same time. That bottleneck reflects a broader lack of coordination, speed, and innovation in fuel access.
Unfortunately, for corporate users, the challenge is even more pronounced. Many companies depend on fuel cards and bulk supply arrangements that take days to be approved, loaded, or topped up, disrupting operations and increasing downtime. Fueling Agile Nigeria was created to close this gap by introducing a faster, smarter, and more flexible fuel access system—one that prioritises efficiency, real-time availability, and seamless transactions for both individual and corporate consumers.
Our mission therefore is to power operational efficiency while protecting the profitability of businesses that depend on fuel and fleet assets. We are deliberately focused on helping organisations safeguard their bottom line by reducing fuel waste, eliminating fraud, and improving visibility across fuel consumption and fleet operations. Our competitive advantage lies in our use of advanced fuel-monitoring technology, robust fraud-prevention systems, and a carefully selected network of strategic partners. Together, these enable us to deliver real-time data, tighter controls, and smarter decision-making for our clients—turning fuel from a cost burden into a managed, optimised resource.
What have been the biggest early challenges you’ve faced, and how are you overcoming them?
One of our biggest early challenges has been encouraging businesses to adopt a new, data-driven approach with strict monitoring systems. Change can be difficult, especially when it involves technology that alters traditional workflows and introduces greater transparency. We are overcoming this by demonstrating tangible value—showing how our solutions reduce fuel waste, prevent fraud, and optimise operations. Through hands-on onboarding, client education, and clear performance metrics, we help businesses see the efficiency gains and cost savings for themselves, making adoption not just easier, but compelling.
How do you measure success for your business in the short term, medium to long term?
In the short term, we measure success by the tangible impact we deliver to our clients—specifically, the number of businesses whose profitability and operational efficiency we have helped safeguard through our fuel and fleet solutions. Over the long term, success is measured by our ability to scale, innovate, and shape the industry: expanding our footprint across markets, setting new standards for fuel management and fraud prevention, and becoming a trusted strategic partner for businesses seeking smarter, technology-driven operations.
What are your plans for scaling — geographically, by service-line, or by customer segment?
We plan to scale strategically by geography and customer reach. In the first phase, we are expanding operations to key hubs such as Port Harcourt and Abuja, targeting the deployment of 10,000 fuel cards within the first two years. Beyond geographic growth, we aim to broaden our service offerings and deepen engagement with corporate clients, positioning Fueling Agile Nigeria as a comprehensive, technology-driven partner for businesses seeking efficiency, transparency, and cost optimisation in fuel and fleet management.
Your work includes the AgileFlex Fuel Card. How does this system operate in practice, and how does it use technology and data to improve fuel accountability and operational efficiency for organisations?
The AgileFlex Fuel Card is designed as an integrated fuel-management system rather than a simple payment tool. Each card is connected to a real-time data infrastructure that captures transaction-level information at the point of fuel purchase, including volume dispensed, time, location, vehicle or driver identification, and vendor details.
By consolidating this data into a single platform, organisations gain continuous, granular visibility into fuel usage across their operations. This level of oversight allows fleet managers to identify inefficiencies and irregular patterns early—such as abnormal fuel volumes, repeated off-route purchases, or usage that does not align with approved routes or schedules.
The system is supported by secure card technology and a reliable payment network, ensuring transaction stability and minimising downtime. Cards can be funded within a short operational window, enabling businesses to respond quickly to changing fuel needs. In addition, the platform is supported around the clock, including weekends and public holidays, reflecting the reality that many fleets operate beyond standard business hours. Overall, the value lies in using data, availability, and control to reduce waste, strengthen accountability, and support more disciplined fuel management across complex operations.
You reference the use of bespoke technology solutions in your work. In what situations do you develop customised tools for clients, and how do you evaluate the cost–benefit trade-off of this approach?
Our bespoke technology solutions are developed primarily on a business-to-business basis, where standard platforms may not fully address a client’s operational or governance requirements. In such cases, we work closely with organisations to design targeted tools that strengthen internal processes and improve accountability.
These solutions often include biometric identity systems to enhance verification and access control, as well as staff welfare and monitoring frameworks that support compliance, productivity, and transparency. The decision to build custom tools is guided by a clear cost–benefit assessment—focusing on whether the solution delivers measurable efficiency gains, risk reduction, or long-term operational value that justifies the investment.
Nigeria’s trucking and logistics sector continues to grapple with challenges such as downtime, fuel losses, and unauthorised asset use. How do your solutions support fleet managers in addressing these structural inefficiencies?
Our approach is centred on maintaining operational continuity while improving control and accountability. We have designed our solutions to prioritise speed, reliability, and visibility, ensuring that fleets can remain operational with minimal disruption.
By combining real-time fuel monitoring, secure transaction systems, and continuous data oversight, fleet managers gain clearer insight into how assets are being used and where losses may be occurring. This enables faster decision-making, reduces downtime linked to fuel access or system delays, and discourages unauthorised usage through tighter controls. Ultimately, the objective is to help transport companies move from reactive problem-solving to proactive, data-driven fleet management.
Partnerships are often central to building scale in energy and mobility services. Which collaborations have been most critical in expanding your network, and what challenges have you encountered in establishing or sustaining these relationships?
Our growth has been anchored on a strong ecosystem of financial institutions and fuel distribution partners. On the financial side, partnerships with institutions such as Providus Bank and Wema Bank have been instrumental in providing the secure payment infrastructure and settlement platforms required to support scale and reliability.
Equally important are our relationships with fuel station operators and marketers, including networks such as Northwest, MRS, Rainoil, Mobil, NNPC, and Enyo. These partnerships enable broad geographic coverage and consistent access points for users across the country.
The primary challenges in forming and maintaining these relationships have centred on aligning operational standards, technology integration, and service-level expectations across diverse partners. We address this through clear governance frameworks, continuous engagement, and a shared focus on efficiency, transparency, and long-term value creation.
From your perspective, what role should the government play in supporting companies operating at the intersection of fuel distribution, technology, and fleet management—particularly in areas such as infrastructure, taxation, and regulation?
Government’s most constructive role lies in creating a predictable and well-regulated operating environment. This includes enforcing strict compliance with verified merchant registration standards to ensure transparency, accountability, and trust across the fuel distribution value chain.
In addition, the government can support the sector by encouraging the adoption of modern technologies that improve monitoring, reduce leakages, and strengthen data integrity. Clear regulatory frameworks, combined with policies that incentivise innovation, would help legitimate operators scale responsibly while improving efficiency and governance across the industry as a whole.
Who are your primary customers in terms of industry, fleet size, and geographic reach? What operational challenges do they typically present, and how have your solutions been structured to address these needs?
Our primary customers span a range of sectors with high mobility and fuel-dependency requirements. These include fast-moving consumer goods (FMCG), communications and technology-enabled services, hospitality and leisure, insurance and professional services, as well as logistics and distribution-focused enterprises. Most operate small to mid-sized fleets, with some managing larger, multi-location vehicle networks across major commercial centres and regional corridors in Nigeria.
The common challenges they bring to us include fuel leakage, limited visibility into consumption patterns, downtime caused by inefficient fuel access, and weak controls around driver or asset usage. In many cases, these issues directly affect operating costs, service reliability, and profitability. Our solutions are tailored to these realities by combining controlled fuel access, real-time transaction data, and monitoring tools that align with each client’s operational structure. We adapt our systems to fleet size, geographic spread, and sector-specific workflows, enabling organisations to move from fragmented fuel management to a more disciplined, data-driven, and accountable operating model.
What feedback have you received from customers so far—both positive and critical—and can you share an example that illustrates how your services have created value or informed operational improvements?
Customer feedback has been broadly constructive, reflecting both the strengths of our model and areas where continuous improvement is required. On the positive side, clients consistently highlight responsiveness, availability, and the practical impact our solutions have on keeping their operations running without interruption.
One illustrative case involved a fleet driver who was stranded at a fuel station late in the evening due to funding constraints. Through our platform, we were able to activate a fuel credit feature in real time, outside normal business hours. This enabled the driver to refuel and continue operations, avoiding downtime and potential revenue loss for the client. Experiences like this reinforce the importance of round-the-clock support in sectors that do not operate on a fixed schedule.
At the same time, we have received critical feedback, particularly during periods of system upgrades, where temporary service interruptions—typically lasting up to two hours—have affected platform access. These instances have provided important lessons in change management and service continuity. In response, we are refining our upgrade processes and investing in deployment methods that minimise or eliminate disruption, ensuring system improvements do not come at the expense of our clients’ day-to-day operations.
