Connect with us

Opinion

Goodnight Stevo, My Friend, My Brother!

Published

on

By Segun Odegbami

This is very hard for me to do.
I have been unable to accept the reality.
I cannot start to think and then to write in the past tense about one of the very close and most beloved friends in my life.

I am attempting to add my heavily-laden voice to those of wailing friends and family who must be shedding their own tears as they pay tribute to a very special human being that I was lucky to meet and make my friend almost 20 years ago.

Steve Kojo Mawuenyega and I met over a ‘crazy’ idea that I had – that 4 or 5 West African countries can pull their resources together and organise the 2010 World Cup of football that had been ceded to Africa by FIFA. This was in 2002.

The idea was that the friendly neighbours  in the West African sub-region will use the opportunity to host the global event to fast-track and facilitate the actualisation of the vision of the founding fathers of the Organisation of African Unity, to build a continent that will be united, strong and economically viable enough to compete on all fronts with the rest of the World within a generation. This one was to be an ambitious 7-year project, from 2003 -2010.

It was unthinkable to most people that the greatest single event in the world could come to Ghana, Togo, Benin, Cote D’Ivoire or Cameroon and Nigeria, in a unique multi-nation World Cup hosting arrangement that was unheard of in the world at the time. Yet, it would literarily convert the West African sub-region into a massive construction site of unprecedented scope,  a borderless sub-region with a single currency, a common security-apparatus, a common visa, a super-highway and rail system linking the capital cities, a common airline and a common economic and cultural community! In short, the equivalent, almost, of today’s European Union.

Only very few persons in the world caught the vision. After meeting Steve and his group for the first time, he, in particular, became not just a convert but a disciple of the project, my personal friend and a co-traveller on a very eventful journey.

Steve loved big dreams.

This one was such an out-of-this-world-idea that it took the President of FIFA, Mr. Sepp Blatter’s description of the idea as ‘absolutely brilliant and doable’, to convince the Nigerian government to accept the concept and share it at a consultative level with the other 4 countries.

The President of Nigeria in 2002, Chief Olusegun Obasanjo, signed the letters addressed to his counterparts, the Presidents of the 4 partner-countries in West Africa, to be delivered by hand. As the major promoter of the idea, I was made to lead the delegation of 8 Nigerian officials to deliver the letters and sell the idea to the countries.

We left Nigeria by road in a convoy of government vehicles and headed to Cotonou in Benin, Lome in Togo, and then Accra in Ghana on our first hop.

In Accra, there was already a team of young, successful Ghanaians, major players in the Ghanaian football, business and diplomatic sectors, set up by President John Kuffour, to receive us.

That was the first time I met Steve Mawuenyega. He was Vice-Chairman of Accra Heart of Oaks FC and a member of the Ghanaian delegation.

The meeting went so well that for the next 9 months, we met intermittently in Accra, Abuja and Lagos to deliberate on the possibilities, the feasibility and viability of hosting the proposed World Cup in West Africa.

Amongst the very high-flying Ghanaian group, Steve was one of those that immediately grasped, appreciated, embraced and, later, ‘owned’ the concept of a multiple-nation World Cup. Today, the rest of the World have woken up and are only just catching up. From the 2026 edition, the World Cup will be hosted by multiple countries. We saw the future first, and Steve was one of the sharp visionaries that first understood and promoted the concept.

Unfortunately, one year into what was an exciting adventure for us all, the project was shot down on the tarmac of implementation by the adverse, unrelated effect of the domestic politics playing out in the leading host country, Nigeria, at the time.

Fortunately, my relationship with Steve had gone beyond the World Cup and was now cemented forever. We became not just very close friends but family as well.
Steve and I gravitated towards each other from our very first meeting.

He was such a dreamer that in business, politics, sports and diplomacy he saw the road ahead well before most others. In those fields, the records of his exploits, his industry and his successes were a testimony and always reflected in his life and style.

I took to Steve like bee to nectar.
He clearly saw the possibilities and prospects of achieving the African dream of the great Dr. Kwame Nkrumah and his generation of co-travellers in the continent – Nyerere of Tanzania, Kenyatta of Kenya, Selassie of Ethiopia, Balewa of Nigeria,  Senghor of Senegal, and so on, through the power of sports, just as the great Nelson Mandela did in 1995.

Many years later, in 2016, when I decided to contest for the position of FIFA President, Steve, the ever-positive spirit and believer in endless possibilities, led my group of international backers and supporters. He was the first person I shared the idea with, and in his nature, he took over the project and started to run with it.  He took me to see every person that mattered in sports and in government in Ghana at the time, and was my loudest voice in the media.

Steve was a genuine Pan-Africanist and patriot. He always talked about his roots, particularly the influence of his father who was a renowned diplomat during the Nkrumah era, I believe. Little wonder he also became an international ambassador,  his last assignment being that of Honorary Counsel for Serbia in Ghana, up to the time of his passage.

Steve was smart, very smart.  He was tall and dark with beards tinged of with grains of grey. So also were his curly black hair with some silvery greys that gave him a senior’s look and accentuated his handsome features, his clean-looks, his calmness, confidence, classic dress style, soft but very measured and articulate expressions. He had a touch-of-class in everything he did, carried himself with the air of an Aristocrat, a combination of chivalry, royalty and intellectualism.

He was a man of high morals, principles and integrity, of exemplary conduct and good character, a family man to the core.

Outside his family the only other interests I experienced with him were in sports, business and more business, and power politics.

He loved and respected Penny, his beautiful wife, with an undying passion.  His three children, Xolasie, Seyram and Elinam, were the centre of his universe. His life revolved around their wellbeing and welfare.

My relationship with Steve strengthened and sustained for almost 20 years since the first day we met.

He was always a devout Christian even though he did nit wear it around him like a garment.
His recent daily, spiritual postings on social media became my morning devotional tonic, and his mastery of the scriptures was a part I did not know about until recently.

I received his daily messages until 3 days to Christmas. His last posting to me was on December 22 when they suddenly stopped coming.

The end of the 2020 festivities and the disruption of normal life by the Coronavirus pandemic were a major distraction, until the sad news came shockingly via a so ial.media platform that my friend and brother, Steve Mawuenyega, had passed on. It was one death that would not sink in, and still has not, even as I write these few words.

In my family, particularly my wife, Oyinda, who was extremely fond of him and of Penelope, we would miss ‘Unclè Steve’ as Oyinda always fondly called him.

Our two families had integrated. We visited each other a few times in Lagos and Accra. He hosted my family during the African Cup of Nations in 2008 in Accra.
We spent one end-of-year together by the Atlantic Ocean beachfront of the La Campagne Tropica Holiday Resort in Lagos. That treat of sun and sand remains one of the most memorable times we shared together. We were hosted by a mutual friend, owner of the resort, Otunba Wanle Akinboboye.

His son, Seyram, now my ‘adopted’ son and friend, is one of the most knowledgeable people I know on the subject of the English Premiership and football in general. He is truly his father’s son, but, whereas Steve was a die-hard Manchester United fan, Seyram chose to support Chelsea FC. Steve never could win an argument between them which was the better team.

Our conversations, Seyram and I, on telephone were always a test of my knowledge of football and my wits. The ‘boy’ is a chip off his father’s block – always a great delight to talk with.

It is extremely hard for me to think that Steve is not around any more to pick up my calls with his ‘ my broda’ salutation; that he will not be around to pick me up at the Kotoka International airport and take me to any one of his favourite hotels, and food joints in Accra (he knows all the best ones), and to have conversations with a whole legion of people in high places that he knew and interacted with in his incredible social engagements.  Once we drove to Tema to celebrate Penny’s birthday in her absence (she has travelled to the Camwroon) with Penny’s mum and her beautiful sister(s) and their special  cuisine and uncommon hospitality.

I refuse to be sad as I think about Steve and write this. Steve was a jolly good fellow, a great guy, a great man, and a great friend. He would not want too much grief around his home, and would want to be remembered and celebrated for his contributions to humanity and the good life that he lived during his sojourn on earth.

I believe that the angels will recognise one of their own, and will line up by the entrance into heaven, to welcome him as he arrives home to his Father, the Creator of the Universe.

Travel well and peacefully, my friend and brother, Stevo!

Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Opinion

The State of Leadership Today: A Look at Global, African and Nigerian Realities

Published

on

By

By Tolulope A. Adegoke PhD

“Leadership for our age is measured not by the height of the throne, but by the depth of its roots in integrity, the breadth of its embrace of collective talent, and the courage to cultivate systems that bear fruit for generations yet unseen” – Tolulope A. Adegoke, PhD.

Leadership today is at a crossroad. Around the world, in our communities, and within our organizations, old ways of leading are straining under new pressures. This isn’t just a theoretical discussion; it’s about the quality of our daily lives, the success of our businesses, and the future of our nations. Let’s walk through the current trends, understand their very real impacts, and then explore practical, hands-on solutions that can unlock a better future for everyone.

Part 1: The Leadership Landscape – Where We Stand

The Global Picture: Beyond the Solo Leader

The image of the all-powerful, decisive leader at the top of a pyramid is fading. Today, effective leadership looks different. It’s more about empathy and service than authority. People expect their leaders—in companies and governments—to be authentic, to listen, and to foster teams where everyone feels safe to contribute. Furthermore, leadership is now tightly linked to purpose and responsibility. It’s no longer just about profits or power; stakeholders demand action on climate, fair treatment of workers, and ethical governance. Leaders must also be tech-savvy guides, helping their people navigate constant digital change while dealing with unpredictable global events that disrupt even the best-laid plans.

Africa’s Dynamic Challenge: Youth and Promise

Africa’s story is one of incredible potential meeting stubborn challenges. The continent is young, energetic, and full of innovative spirit. Yet, this tremendous asset often feels untapped. Too frequently, a gap exists between this rising generation and established leadership structures, leading to frustration. While the African Continental Free Trade Area (AfCFTA) presents a historic chance for economic unity, it requires leaders who think beyond their own borders. At the same time, democratic progress sometimes stalls, with leaders clinging to power. The most pragmatic leaders are those who engage with the vibrant informal economy—the hustlers, market traders, and artisans—who form the backbone of daily life and hold the key to inclusive growth.

Nigeria’s Pressing Reality: Crisis and Resilience

In Nigeria, the leadership experience often feels like moving from one emergency to the next. Attention is consumed by immediate crises—security threats, economic swings, infrastructure breakdowns—making long-term planning difficult. This has triggered a profound loss of confidence, visibly seen in the “Japa” phenomenon, where skilled professionals leave seeking stability and opportunity abroad. This brain drain is a direct critique of the system. Politics remains deeply influenced by ethnic and regional loyalties, which can overshadow competence and national vision. Yet, in the face of these trials, a remarkable spirit of entrepreneurial resilience shines through. Nigeria’s business people and tech innovators are daily solving problems and creating value, often compensating for wider systemic failures.

Part 2: The Real-World Impact – How This Affects Us All

These trends are not abstract; they touch lives, businesses, and countries in tangible ways.

·         On Everyday People: When leadership is perceived as self-serving or ineffective, trust evaporates. People feel anxious about the future and disconnected from their leaders. This can manifest as cynicism, social unrest, or the difficult decision to emigrate. The struggle to find good jobs, feel secure, and build a future becomes harder, deepening inequalities.

·         On Companies and Organizations: Businesses operate in a tough space. They face a war for talent, competing to retain skilled employees who have global options. They must also navigate unpredictable policies, provide their own power and security, and balance profitability with rising demands for social responsibility. The burden of operating in a challenging environment increases costs and risk.

·         On Nations: Countries plagued by poor governance face a competitiveness crisis. They struggle to attract the kind of long-term investment that builds economies. Policy becomes unstable, changing with political winds, which scares off investors and stalls development. Ultimately, this can destabilize not just one nation but entire regions, as problems like insecurity and migration spill across borders.

Part 3: A Practical Pathway Forward – Building Leadership That Delivers

The situation is complex, but it is not hopeless. Turning things around requires deliberate, concrete actions focused on systems, not just individuals.

1. Fortify Institutions with Transparency and Merit.

We must build systems so strong that they work regardless of who is in charge.

·         Action: Legally protect key institutions—the electoral body, the civil service, the courts—from political interference. Appointments must be based on proven competence and integrity, not connections.

·         Action: Implement technology-driven transparency. Let citizens track government budgets and projects in real time through public online portals. Sunshine is the best disinfectant.

2. Bridge the Gap Between Leaders and the Led.

Leadership must become a conversation, not a monologue.

·         Action: Create mandatory Youth Advisory Councils at all levels of government and in large corporations. Give young people a formal platform to contribute ideas and hold leaders accountable on issues like education, digital innovation, and job creation.

·         Action: Leaders must adopt regular, unscripted “town hall” meetings and use simple digital platforms to explain decisions and gather feedback directly from citizens and employees.

3. Channel Entrepreneurship into National Solutions.

Harness the proven problem-solving power of the private sector.

·         Action: Establish Public-Private Impact Partnerships. For example, the government can partner with tech companies to roll out digital identity systems or with agribusinesses to build modern farm-to-market logistics. Clear rules and shared goals are key.

·         Action: Launch National Challenge Funds that invite entrepreneurs and researchers to compete to solve specific national problems, like local clean energy solutions or affordable healthcare diagnostics, with funding and market access as the prize.

4. Redeploy Nigeria’s Greatest Export: Its Diaspora.

Turn the brain drain into a brain gain.

·         Action: Create a Diaspora Knowledge & Investment Bureau. This agency would actively connect Nigerians abroad with opportunities to mentor, invest in startups, or take up short-term expert roles in Nigerian institutions, transferring vital skills and capital.

·         Action: Offer tangible incentives, like tax breaks or matching funds, for diaspora-led investments in critical sectors like healthcare, renewable energy, and vocational training.

5. Cultivate a New Mindset in Every Citizen.

Ultimately, the culture of leadership starts with us.

·         Action: Integrate ethics, civic responsibility, and critical thinking into the core curriculum of every school. Leadership development begins in the classroom.

·         Action: Celebrate and reward “Local Champions”—the honest councilor, the community organizer, the business owner who trains apprentices. We must honor integrity and service in our everyday circles to reshape our collective expectations.

Conclusion: The Work of Building Together

The challenge before us is not to find a single heroic leader. It is to participate in building a better system of leadership. This means championing institutions that work, demanding transparency in our spaces, mentoring someone younger, and holding ourselves to high ethical standards in our own roles.

For Nigeria and Africa, the possibility of a brighter future is not a dream; it is a choice. It is the choice to move from complaining about leaders to building leadership. It is the choice to value competence over connection, to seek common ground over division, and to invest in the long-term health of our community. This work is hard and requires patience, but by taking these practical steps—starting today and in our own spheres—we lay the foundation for a tomorrow defined by promise, stability, and shared success. The power to deliver that possibility lies not in one person’s hands, but in our collective will to act.

Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.comglobalstageimpacts@gmail.com

Continue Reading

Opinion

Globacom Redefines Standard for Telecoms in 2026

Published

on

By

By Michael Abimboye

As always, Globacom is at the heart of telecoms transformation in Nigeria. The acquisition of additional spectrum, is a decisive move that has expanded network capacity and fundamentally improved customer experience.

With the ability to carry significantly higher data volumes at greater speeds, users are seeing faster downloads, stronger uploads, seamless video streaming, and clearer voice calls even at peak periods. Crucially, this expansion has driven down latency. Independent performance testing has ranked Glo as the network with the lowest latency in Nigeria, meaning faster response times whenever data commands are initiated.

This spectrum advantage is being matched on the ground by the rollout of thousands of new LTE sites nationwide. Network capacity has increased pan-Nigeria, with noticeably higher download speeds across regions. At the same time, the installation of thousands of additional towers is easing congestion and closing coverage gaps, particularly in high-density locations such as markets and tertiary institutions, where demand for fast, reliable internet is highest.

Power reliability, often the silent determinant of network quality, is also being reengineered. Globacom has deployed hybrid battery power systems across numerous sites, reducing dependence on diesel while improving sustainability. Beyond cost efficiency, this greener model delivers stronger uptime ensuring uninterrupted power supply and optimal performance for base stations and switching centres.

Behind the scenes, Glo has upgraded its switching systems and data centres to accommodate rising traffic volumes nationwide. These upgrades are designed not only for today’s demand but to ensure the network consistently meets performance KPIs well into the future, even as data consumption continues to grow.

Equally significant is the massive reconstruction and expansion of Globacom’s optic fibre cable (OFC) network. Along highways and metro routes affected by road construction, fibre routes are being reconstructed and relocated to safeguard service continuity. Thousands of kilometres of new fibre have also been rolled out nationwide, fortifying the OFC backbone, improving redundancy, reducing network glitches, and enabling the network to handle increasingly heavy data loads with resilience.

These investments collectively address long-standing coverage gaps while driving densification and capacity enhancement in already active areas, ensuring a more balanced and reliable national footprint.

At the core layer, Globacom is modernising its network elements through new platforms and applications, upgraded enterprise and interconnect billing systems, and an expanding roster of roaming partners for both in-roaming and out-roaming services strengthening its integration into the global telecoms ecosystem.

Taken together, these are not incremental upgrades. They represent a deliberate, system-wide repositioning.

In 2026, Globacom is not just improving its network; it is asserting itself as the technical leader in Nigeria’s telecommunications industry and has gone on a spending spree to satisfy the millions of subscribers enjoying seamless connectivity across Nigeria.

Continue Reading

Opinion

How GLO Sustains Everyday Businesses in Kano, Nigeria’s Centre of Commerce

Published

on

By

By Dr Sani Sa’idu Baba

For more than two weeks, Kano woke up under a veil of fog. Not the poetic kind, but the stubborn Harmattan fog that dulls vision, slows movement, and disrupts daily rhythm. Dawn arrived quietly. Shops opened late. Calls failed repeatedly. Internet bars blinked on and off like uncertain promises. Across the state, one reality became impossible to ignore: communication had become a struggle. This reality carried even greater weight in the capital of Kano, the centre of commerce in Nigeria.

As Ramadan approaches and gradually leads to the celebration of Eid-el-Fitr, everyone understands what this season represents. It is a period when online businesses, both big and small, become a major source of livelihood for millions. Traders prepare for peak demand, online vendors scale up advertising, and buyers from across the country look to Kano for goods. Visitors stream in from other states, transactions multiply, and the success of this entire commercial ecosystem depends heavily on one thing: seamless network connectivity between buyers and sellers.
In Kano, where business breathes through phone calls, alerts, and instant messages, poor network is not just inconvenient, it is costly. Calling became difficult. Browsing the internet felt like a battle. For many, it meant frustration. For others, it meant loss.

As these challenges persisted day after day, conversations across the city began to take a clear and consistent direction. In homes, offices, and markets, a new conversation began to dominate discussions. A brother of mine, deeply involved in the communication business at Farm Center Market, the largest hub for telecom activity in Kano shared his amazement. Day after day, customers walked up to data vendors with one clear, confident request: “Glo data.” Not alternatives. Not experiments. Just Glo, he said. At first, it seemed puzzling. If you were already on Glo, you might not even notice the difference. But for those struggling on other networks, the contrast was undeniable. In the middle of foggy mornings and unstable signals, Glo stood firm.

And soon, the conversation spread everywhere. At tea junctions in the early hours, as people warmed their hands around cups of shayi, discussions circled around how Glo “held up” when others disappeared. In university classrooms, students whispered comparisons before lectures began, who could download materials, who could submit assignments, and which network actually worked. More strikingly, Glo users quietly turned their phones into lifelines, sharing hotspots with classmates so others could access lecture notes, submit assignments, and stay connected. At sports viewing centres, between goals and missed chances, fans debated networks with the same passion as football rivalries. In markets, traders told customers how Glo saved their day. In every gathering of people across Kano, Glo became the reference point. The reason was simple: Glo had saved businesses.

Consider the POS operator by the roadside. Every successful transaction that attracts him/her ₦100 here, ₦200 there is survival. Failed transfers mean angry customers and lost income. During these fog-heavy days, many operators would have been stranded. But where Glo bars stayed strong, withdrawals went through, alerts dropped, and trust preserved.

Picture a roadside trader making her first sale of the day through a simple WhatsApp call, her voice steady as she confirms an order that will set the tone for her business. Nearby, an online vendor advertises products in WhatsApp groups, responds to messages, takes calls from interested buyers, and confirms deliveries, all in real time. Behind every one of these small but significant transactions is reliable connectivity. Delivery riders weaving through traffic and racing against time also depend on uninterrupted network access to reach customers, confirm payments, and complete orders. In moments when other networks struggled, Glo quietly kept these wheels of commerce turning, ensuring that daily hustle did not grind to a halt. Beyond the busy streets of the city, the impact of this reliability becomes even more profound in remote villages in Kano.

Back in Kano city, rising transportation costs have reshaped the way people work. Many professionals have had no choice but to adapt, turning their homes into offices and relying heavily on the internet to stay productive. Many now attend virtual meetings, send large files, collaborate remotely, and meet deadlines without leaving their homes. In a period marked by economic pressure and uncertainty, dependable internet is no longer a convenience, it is a necessity. In these conditions, Glo continues to provide the stability that keeps work moving forward.

At this point, Glo stops being seen merely as a telecommunications company. It emerges as the invisible backbone of the Nigerian hustle, supporting the determination and resilience of everyday people. From POS operators and online merchants to students, delivery services, market traders, and remote workers who refuse to give up, Glo remains present in the background, quietly powering their efforts. In tough terrains, harsh weather, and challenging times, when other networks fluctuate or fade, Glo stays connected.

You may not always hear it announce itself loudly, and you may not notice it when everything is working smoothly. But when a single call saves a business, when one alert prevents a financial loss, and when one stable connection keeps a dream alive, Glo proves its value, not as noise or empty promises, but as consistent reliability and lived experience. And that is how quietly, consistently, and powerfully Glo continues to power Nigeria’s everyday businesses, sustaining dreams and survival UNLIMITEDLY…

Dr. Baba writes from Kano, and can reached via drssbaba@yahoo.com

Continue Reading

Trending