Boss Picks
Attempts at Shutting Down Social Media Will Worsen the Situation – Techpreneur Joel Popoola
By Eric Elezuo
It is no longer news that the government of President Muhammadu Buhari is bent on placing a restriction on the usage of social media as a result of the #EndSARS protests, which were largely successful. Many Nigerians have responded against the call, however with governors from the north giving full consent. In this interview, cyber expert and digital techpreneur, Mr. Joel Popoola, sets the records straight, highlighting why it is absolutely irresponsible for the government to clampdown on social media. Excerpts:
If eventually there is a consensus on regulation of social media, what steps do you think government can take without infringing on peoples right to free speech?
Attempts at regulating social media are likely to prove as effective as curing an itchy foot by cutting off your leg. You might solve one problem, but it will create so many more and you’ll look pretty silly while you’re doing it. The government should instead concentrate on building – or rebuilding – trust. And they can do that using social media. Think about how you personally use social media. You use it to communicate with friends and family. Instead of pursuing an antagonistic social media strategy they need to try and become those friends and family. And social media doesn’t just expose our leaders’ wrongdoing. It gives them the platform to demonstrate both their virtues and their values. And to make closer connections with the people they serve.
In addition, it is imperative to note that there are over 25 million Nigerians in the Diaspora, who also use the social media. So when you you clamp down on social media usage among Nigerians within the Nigerian space, how do you wish to regulate those ones in the Diaspora. It is laughable to begin what is not achievable. Nigerian government should jettison the idea of social media regulation. The only option available to them is to run an all inclusive government, and provide the needed amenities for the people to thrive.
As the Federal Government is proposing to regulate the social media in the wake of EndSARS protest, even as Northern governors have supported the move, what is your take as a cyber security expert?
As already stated, I do not think it is possible to regulate the social media, let alone desirable. Those proposing social media regulation need to ask themselves three questions. First, do you think police can really keep track of 44 million Nigerian Facebook accounts? And 24 million WhatsApp accounts? And 40 million Twitter accounts? And do it 24 hours a day 365 days a year? If you do, you’re wrong.
Second, do you think protesters will stop protesting simply because they can no longer tweet their grievances? If you do, you’re wrong.
Third, do you think really thick that protesters will not just come up with a new way of communicating and co-ordinating? If you do, you’re wrong.
The #EndSARS have revealed a generation of protesters which is ingenious and digitally savvy and has frankly run rings around authorities. Don’t think they won’t outwit you. Nigerian leaders are used to being able to shut down protests or criticism. In the digital age, it just isn’t possible. If we continue down this path it is to see a sequence of events in which a likeable, credible young Nigerian from a good family ends up in prison for liking a tweet by mistake – can you imagine the international condemnation and national humiliation we would be bringing on ourselves? The answer instead is taking advantage of social media to communicate and engage better, and to build trust between people and politicians.
In terms of contents, could it have been possible for social media giants like Twitter and Facebook to have censored some of the contents on their platforms during the protests?
There have been something like 28 million tweets using the #EndSARS. Could every one of them have been checked for accuracy? I very much doubt it. One of the most interesting things about social media and the #EndSARS protests is the protestors themselves flagging inaccurate online information, even when it supports their cause. They realised that the most important thing was that information associated with them was credible. This is something the establishment really has to learn from.
Since the social media is sometimes abused through dissemination of fake news, how best can the spread of fake news be checkmated by governments, social media giants and even app developers?
Nigeria has a fake news problem like no other nation – what other nation has been so ready to believe stories about a cloned president? What is worse, as we have seen in recent protests, the systems deployed by the major social media platforms to combat fake news have on occasion ended up accidentally censoring the truth while allowing lies to spread. The major social media platforms seem to be incompatible with meaningful and productive democratic engagement. Which is why we need to consider using other platforms for that purpose.
At the digital democracy campaign I lead, we think the most important question is that of where people get their information from. We believe it is people they trust, so we set up a free app called Rate Your Leader which allows voters to contact their local representatives directly, person to person, and start the dialogue that leads to trust – as well as allowing them to stick to their own networks that they think the information they have received is honest and truthful. We think this is key to better governance and better democratic engagement.
With your experience, would you say the usage of social media tools during the protests, in some ways, constituted any form of threats?
Some leaders seem to believe that these protests would not have happened without the social media. They are wrong. These protests would not have happened if they had paid attention to the growing frustration of Nigeria’s youth being voiced on social media. For years young Nigerians have used social media to document their rising frustration at a political class they believe to be wholly lacking in accountability, transparency and responsiveness. Social media could and should have been the tool our leaders used to identify these issues and take action to engage, address and resolve. The chance was there to make connections, build trust, and share ideas for a better Nigeria. This chance was not taken Instead it has become the tool protesters use to communicate, co-ordinate, and achieve international attention to their cause. The #EndSARS protests have been a masterclass in misunderstanding that in the digital age the rules of governance have changed. The real threat is not appreciating that.”
In terms of fake news, do you think Twitter, Facebook and other have done much in preventing or curtailing its prevalence?
If they had, we wouldn’t be having this conversation! Protests like #EndSARS have proven that they are completely unsuited to communication and collaboration between government and governed – everything you read on them, truth or lie, has to be viewed with the same skepticism, which discredits any information you see on them.
We need to accept that the major social media platforms were not designed to deal with situations like this, and they are not capable of dealing with them. This is why the digital democracy campaign I lead is interested in creating new platforms like Rate Your Leader which are specifically designed to. Rate Your Leader is a Nigerian invention to the world, a soft landing for the elected representatives and the government should embrace it to foil the spread of fake news.
It will invariably confer the status of influencers on all the politicians even if they are suffering from ‘influenza’
If the government goes ahead to regulate the social media, what are the likely implications for the country’s young demographic with huge social media presence?
It is not so much the implications for Nigeria’s young people as the implications for our democracy. Our leaders already look out of touch, unresponsive, unaccountable, and disinterested in transparency. Attempts at shutting down debate will make this worse, no better. We are a young country, where most of the population has grown up in the digital age. They work, socialise, bank, date and learn almost exclusively online. Our leaders must recognise that and adapt.
Why is youth empowerment important in Nigeria now after the #Endsars, and COVID 19?
Other country’s plans for post COVID-19 recovery involve less reliance on oil: Nigeria must fix the roof while the sun is shining if it wants to survive the next storm. Around the world, national governments are turning their attentions to post COVID-19 economic recovery, and this could mean more bad news for Nigeria. Across the globe, governments are developing “clean growth” strategies to recover, rebuilt and re-energise their economies after the disruption of the global pandemic. And a lot of the time, “clean growth” means “not oil”.
It’s not like bad economic news is something in short supply in Nigeria right now. The International Monetary Fund predicts that our economy will shrink by 3.4% this year. Our own National Bureau of Statistics is even gloomier; projecting that economic growth could fall by between 4.4% and 8.9%.
The newly-published Nigeria Economic Sustainability Plan 2020, a roadmap to post-COVID-19 recovery produced by a presidential committee led by Vice President Yemi Osinbajo, recognises that the coronavirus crisis has already “depressed the demand for crude oil and precipitated an unprecedented oil price crash”.
The report continues: “Nigeria’s dependence on oil for revenue and foreign exchange makes it particularly vulnerable in this situation.”
There is every change that pent up economic demand will see oil revenues strongly rebound in the second half of 2020 and throughout 2021.
But Nigeria must not allow herself to be “particularly vulnerable” ever again. But within the next few years that vulnerability may even increase.
If other countries intend to become less reliant on imported oil, Nigerian cannot remain reliant on exporting oil.
We must use this period of respite to prepare for the next storm. We need to fix the roof while the sun is shining.
So what is to be done?
The Economic Sustainability Plan acknowledges that “increasing non-oil revenues” must be a national priority and recognises that the digital economy presents a wonderful opportunity to do that.
The plan also outlined specific economic interventions designed to create one million jobs in IT outsourcing, such as:
- “Training in key digital skills in partnership with private sector, providers…allowing young Nigerians “to take advantage of existing initiatives in the digital economy, including in education, entertainment, e-commerce, financial services and software development”.
- “The expansion of broadband connectivity to business services parks and locations.”
These plans are to be welcomed. But they do not go far enough.
If we are to survive the next storm, we need to embed digital in every aspect of our lives.
We need universal broadband in all businesses and all homes.
We need to encourage businesses of all kinds to adopt new practices to improve efficiency and productivity.
We need a digital literate workforce – and digitally comfortable citizens.
We need government to take the lead and take a “digital by default” approach to providing public services – something we have already seen in palliative payments made during the coronavirus crisis.
We need digital democracy!
Early adoption of digital democracy by our states and federal government can create up to 5,000 jobs per state and that is where Rate Your Leader comes in. We are ready to work with any federal/state government on youth empowerment to achieve sustainable result.
Almost 150 million Nigerians will own a smartphone by 2025. Half of young Nigerians already do. More Nigerians own a smartphone than vote.
The government’s plans for the extension of broadband and training for young Nigerians in digital skills are to be applauded.
But these plans are on page 47 of the Economic Sustainability plan.
Its Executive Summary appears to prioritise a national move to “produce what we eat and eat what we produce… focusing on agriculture, increasing the acreage under cultivation and engaging thousands of young people in farming and agro-allied jobs.”
No-one should underestimate the importance of food security in countries like ours. But Nigeria’s future cannot be as a peasant nation.
We must seize the moment to make ourselves Africa’s first truly digital democracy.
By Eric Elezuo
From whichever angle one views it, Bella, the beloved daughter of billionaire businessman, Dr. Mike Adenuga Jr., is an enigma, a point of reference and research material for acumen, industriousness and resilience. She is the typical of the never-say-never spirit of the Nigerian women. Yes, she has taken hers a niche higher, infact beyond the reach of competitors.
Nigerian women have shown resilience, strength and character in administration, government and entrepreneurship, contributing more than their quota, and giving vent to the growth and development of the nation’s socio-economic sector. Among them is the impactful Executive Vice Chairman of the A-list communications outfit, the Globacom Group, Mrs. Bella Disu.
A strong purpose-driven professional and boardroom guru, whose administrative skills, intellect, experience and academic trajectory have remained a subject of reference, Bella, as she is fondly called, is a woman, who though has a privileged background, carved a niche for herself, climbing through ladders and cadres to get to where she presently is, and more importantly, can boast of the desired leverage and ability to defend her position.
Born Belinda Ajoke Adenuga, on May 29, 1986 to the duo of Emelia Adefolake Marquis, a Nigerian entrepreneur, and the global phenomenon, Dr. Mike Adenuga Jr., Bella received her early education in Lagos, at the prestigious Corona School in Victoria Island before enrolling at Queen’s College for her secondary education. In 1998, she transferred to Vivian Fowler Memorial College for Girls, where she concluded her secondary education.
She proceeded to the University of Massachusetts, Boston, USA, where she obtained a Bachelor of Arts degree in International Relations, and later, a Master of Science degree in Leadership from the Northeastern University, also in Boston.
In January, 2021, Abumet Nigeria Limited announced her appointment as Chairman of its Board of Directors. Abumet Nigeria Limited maintains worldwide partnerships with reputable manufactures and maintains a state-of-the-art production facility, located in FCT Abuja, fully equipped with cutting-edge machinery and technology.
Abumet is a subsidiary of Julius Berger Nigeria Plc, and a leading solutions provider for the planning, processing and installation of aluminium and glass products, from single standard windows to sophisticated facades and large-scale design masterpieces. She replaced Alhaji Bamanga Tukur, upon his resignation from the board. Bella is a Member of the Chartered Institute of Management of Nigeria (MNIM) and the Institute of Directors of Nigeria (MIOD).
In addition to her French National Honour of Chevalier dans l’ordre des Arts et des Lettres (“CAL”), and currently the Executive Vice- Chairman of Globacom Limited, she is also the Chief Executive Officer of Cobblestone Properties & Estates Limited, and a Director on the Board of Mike Adenuga Centre.
In less than four years of her leadership, Abumet’s profits, according to Billionaire Africa, surged to 307% in 2024, marking a major turnaround from losses in 2021.
The paper reported of her exploits as follows: “As a Non-Executive Director, she helped boost Julius Berger’s revenue to N566.2 billion, pushing it into Nigeria’s top 50 listed firms.
“At Abumet, Disu is driving innovation in façade technology, deploying unitized curtain walls for improved insulation and energy efficiency in Nigeria’s construction sector.
“Nigerian business executive Bella Disu has led Abumet Nigeria Limited, an innovative glass and aluminum manufacturing company, to record-breaking earnings, with profits quadrupling at the end of the 2024 fiscal year. Her leadership has not only steered the company back to profitability but has also reinforced the business acumen that runs deep in the Adenuga family.
“In a LinkedIn post, Disu, who has served as chairman of Abumet since 2021, shared the company’s turnaround: “Abumet is reaching new heights, and I’m excited to share our latest achievements. I am especially proud of the remarkable turnaround we’ve achieved—transforming from a loss in 2021 to delivering a 307 percent increase in profit in 2024.
“At just 38, Disu has earned her place among Africa’s top executives under 40, proving her ability to drive business success while steadily stepping into the legacy of her father, billionaire Mike Adenuga, who ranks among the continent’s wealthiest individuals with a fortune of $6.8 billion. She took over as chairman of Abumet’s Board of Directors in January 2021, succeeding Bamanga Tukur at a time when the company was struggling with steep losses.
“Since then, Disu has orchestrated one of the most impressive corporate recoveries in Nigeria’s manufacturing sector. Under her leadership, Abumet returned to profitability by the end of the 2022 fiscal year, bouncing back from the impact of COVID-19 and the financial challenges of 2021. The company sustained its profit in 2023 before posting a fourfold increase in 2024.
“Reflecting on this achievement, Disu credited the success to strong leadership and teamwork: “This success is the result of strategic leadership at the Board level, the dedication of our management team, and the collective effort of every Abumet employee.”
“Bella Disu expands Abumet’s market reach
As a 90-percent subsidiary of Julius Berger Nigeria Plc, Abumet plays a key role in the construction giant’s success. Bella Disu, who also serves as a Non-Executive Director at Julius Berger, has played a ‘much more’ active role in driving growth in the building solutions sector. By the end of the 2024 fiscal year, Julius Berger’s revenue rose from N446.1 billion ($296.4 million) in 2023 to N566.2 billion ($376.2 million) in 2024.
“Profit after tax also increased from N12.74 billion ($8.5 million) to N14.97 billion ($10 million), boosting the company’s market capitalization on the Nigerian Exchange (NGX) to N202.1 billion ($134.3 million). This has placed Julius Berger among Nigeria’s top 50 publicly listed firms, ranking 35th on the NGX.
“Under Disu’s leadership, Abumet has strengthened its market position by expanding its sales and marketing efforts. The launch of its Lagos sales office has helped grow its market share for made-in-Nigeria window and door solutions, while its EVONIGGLASS insulated glass brand has gained wider recognition. Despite market challenges, the company has posted record-high revenue and profits, exceeding expectations.
Abumet deploys energy-efficient curtain walls
Looking ahead, Disu is focused on pushing innovation in advanced façade solutions, leading Abumet’s efforts in glass and aluminum manufacturing.
“Abumet is deploying unitized curtain walls that will completely envelop the façade, ensuring not just aesthetic excellence but also enhanced energy efficiency through modern insulation technologies,” she said.
With a strong record of turning businesses around and driving growth, Disu is cementing her leadership in Nigeria’s business world. Her influence now extends beyond construction, telecommunications, and real estate into the country’s broader manufacturing sector, where she continues to make a lasting impact.”
Bella’s trajectory in the world of enterprise is a clear case of the demystification of the proverbial a tree cannot make a forest’, as she has conscientiously turned tables around wherever she found herself, bring in new ideas, new innovations and structural discipline that completely overhauls a system for all the positive outcomes.
Hers, is a case of continuous rise in the business world, and the home front. She is a better definition of a virtuous woman, and at less than 40 in age, the sky holds no barrier to how much more Belinda Ajoke Olubunmi Disu nee Adenuga could achieve in the coming months.
In November 2025, at a Techx Ikoyi event, Bella made a strong case for positivism, using herself as a veritable content and well researched material. Her speech titled, Say Yes Now! Why Readiness is a Myth, is still much talked about as presented in full below:
I was 38 when I finally met my whole self. Bella Disu — the change maker, the creative, the lifelong learner, the woman unafraid to keep evolving.
It’s interesting though, I didn’t meet her in a moment of perfect readiness. I met her after I got tired of constantly walking within the same walls. Today, I’d like to share the story of how I stopped waiting, what it taught me about why we hesitate, and what happens when we finally say yes. 
A while ago, I decided to try something new. Not in business, but in my years-long fitness journey. At one point, I weighed 110 kilos. At another, 64. By my mid-30s, I had found a rhythm: 160 grams of protein a day, strength training four times a week, 10,000 steps daily. Slight work, right? I had three walking pads — one in my bedroom, one in my study, one in the office. Don’t ask. I’ve never been one for small measures.
But it worked. Of course it did. Until one day, I realized this is my life — walking in place and staring at the same walls. So, I thought maybe it’s time to move differently. Maybe I should learn tennis.
Yet, as soon as the thought came into my mind, I hesitated. I asked myself, “Should I do it? Should I wait? Wasn’t it too technical, too hard, too late?” After all, who starts tennis at 38?
Despite not feeling quite ready, I found a coach, showed up on the court, and soon I was playing tennis three, sometimes four times a week. And then, to my horror, I discovered that tennis doesn’t even give you that many steps. All those side-to-side moves don’t count. But by then, it wasn’t about steps anymore. I was hooked. And now I am often amazed at the physical and mental growth that has since happened all because of one small decision. I’d asked myself, “Should I do it? Should I wait?” And something in me answered, “Say yes now.”
But I’ve thought about why I hesitated in the first place. And it’s that for years I thought I had to wait for the right moment, for more qualifications, for a different version of myself. Psychologists call it destination addiction — the belief that happiness lives at the next milestone. So, a certain weight, title, or degree.
And I know I’m not alone. How many of you have asked yourselves: “Should I do it? Should I wait? What if I fail?” We all know that familiar voice that whispers, “Not yet.” So, if the antidote is that simple — say yes now — why don’t we all do it?
We don’t because hesitation is a conundrum. It wears the mask of readiness. And I used to mistake readiness for a finish line. Then in 2014, I met a coach I had invited to facilitate an HR session. And after the session, he said, “So tell me about Bella.”
I froze. I really did. I could talk about my work, my father’s mentorship, even my wedding — which is probably my biggest claim to fame at the time. But about me, I… I really didn’t have much to say. So, I was thankful when he offered me a complimentary session and said, “Let’s talk to Bella from 10 years ago. What would you tell her? And 10 years ahead — who is she?”
To be honest, that future Bella was hazy. But his questions drew out interests and passions I once buried. So he then said, “What’s stopping you from going after them? You can be many things at once.”
So I said a mental yes to his words — and it opened doors to pursuing diverse interests: a first master’s, later an MBA, writing and publishing my first children’s book, impacting lives through the Bella Disu Foundation, and gaining the courage to walk into rooms that once intimidated me.
You see, each step reinforced something critical: readiness is not a destination — it’s a posture. And we become ready by doing.
Today, I’m no longer a woman hesitating in life or business. And that transformation has seeped into organizations I lead. I’ve led through discomfort many times. I’ve restructured a board and redesigned corporate strategies. And I’ve dealt with the late nights, the doubts, and that familiar restlessness that keeps leaders awake thinking, “We have to make this change.”
Yet conviction, grounded in facts, gives me a sense of urgency. And that to me is leadership — seeing what could be and moving towards it. Viewing urgency as a journey toward clarity and not chaos.
And this is particularly important because organizations wrestle with hesitation just like individuals do. Some companies choose to wait for perfect timing — and lose their moment. Others say yes now — and change industries.
I’m sure you all are familiar with these three companies that sat at the same intersection in the 1990s. Remember Kodak?
Kodak saw digital images coming and froze. Blockbuster saw Netflix and laughed. Why? Organizational loss aversion. The fear of letting go of a successful past to pursue an uncertain future.
In contrast, Apple saw the same digital future and accelerated it. The difference? Two companies chose to protect their past and failed. One chose to create its future and thrived.
And that story isn’t foreign. It’s happened right here at home, too. Just think of how we went from seeing the glory days of a popular quick-service restaurant that defined our childhoods to the success and triumph of newer ones like Chicken Republic and Kilimanjaro.
We’ve also seen the rise and agility of fintechs pushing banks to challenge their long-held ways of doing business — and in doing so, unlocking entirely new markets and customer segments.
The companies that say yes now prove that courage and speed matter more than size and comfort. Therefore, the companies that thrive, the leaders who excel, the people who grow — they all share one thing: they’ve come to recognize the mask of hesitation and take it off.
When hesitation says “not yet,” they know that doing creates readiness. And when comfort offers its gentle cage, they choose the discomfort that leads to growth.
Indeed, when I look back at every important shift in my life, it began with a small yes — often inconvenient, sometimes uncomfortable, occasionally irrational.
Saying yes to tennis at 38. Saying yes to learning again. Saying yes to growth when it would have been easier to just stay still.
But here’s what I didn’t expect: saying yes never ends with you. My teams learn to challenge comfort because I did. The women I mentor raise their hands because they saw me raise mine. And my daughter Paris picked up a racket because I picked up courage.
Every yes we give ourselves becomes a light that tells someone else it is safe to begin.
So, right now in this room, someone is sitting on an idea — starting a new business, changing roles, writing that first page, booking that class. Maybe you’re waiting for perfect timing, asking yourself, “Should I do it? Should I wait?”
You already have your answer. The traffic light — it’s already green. So move. Say yes. But most of all… say yes now.
Thank you.
Bella is sure a force to reckon with; in all ramifications!
By Eric Elezuo
If there is a limit to paying dues as regards affecting humanity, Captain Emmanuel Adesegun Sotomi, has done absolutely divine, excellently well and incredibly outstanding. And he is only 45 years. Yes, December 5, 2025 was his birthday.
A typical all-rounder, Sotomi is a blend of academic, field and the unthinkable. He is a generalissimo in every field he has found himself; enterprise, camaraderie, business of 9-5 or flying for commercial purposes or pleasure. Sotomi is the future.
A brief of his adapted career trend reveals that Sotomi has seen it all, achieved it all, and can be defined as human technology transfer in the way he has mentored a great number of youths and competitors and contemporaries alike.
Philanthropism; yes, a lot of folks, who know him are full of testimonies of his open handedness, his love to rescue the needy and lift the downtrodden are phenomenal. He is a lover of humanity, a true legend in discipline.
Soft spoken and well read, Sotomi is a dream of every growing youth, who planned to be thoroughly established before the golden age. He is a role model.
Below is a derived biodata of the fast rising pilot-cum-entrepreneur…
Captain Segun Sotomi is a skilled commercial pilot, entrepreneur, and philanthropist. He attended the University of Lagos before going to top-tier aviation schools in South Africa, Canada, and the United States to obtain his pilot licenses. He is currently a captain with Gulf Helicopters Qatar, a subsidiary of Qatar Petroleum.
Capt. Sotomi is licensed to operate both airplanes and helicopters [Licenses include SACAA PL (Airplane); CPL / FAA ATPL (Helicopter)]. His previous work experience includes Nest Oil, where he flew offshore.
He is also the founder and CEO of Southern Shore Integrated Services LTD, an offshore aviation logistics support company, and has a passion for working with, and empowering youths.
Captain Sotomi has served in several management positions in his flying career, and also sits on the board of different top-tier companies.
He is an avid polo player, and is happily married with children.
Happy 45th birthday!
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