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The Oracle: Why and How History Defines Who We Are (Pt 8)

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By Chief Mike Ozekhome SAN

 INTRODUCTION

In continuation of our treatise on historical figures and events. Today, we shall continue our discourse on Mungo Park, the Scottish Surgeon and Explorer who was said to have “discovered” the River Niger at Kainji, New Bussa. I always wonder, till date, how an explorer can “discover” a river he met the natives drinking, taking their bath in and farming with. Anyway, so much for “oyinbo” man’s narrative that suits them. It is high time we begin to interrogate history, question the answers and answer the questions. We shall also x-ray Hugh Clapperton, his voyage, challenges, achievements, elevation after voyage and his eventual death.

STILL ON MUNGO PARK

We saw how Mungo Park “discovered” the River Niger at New Bussa, Kainji. My argument is that having met the Natives living by the bank of the River Niger, bathing and drinking from it, it is wrong to say he discovered it. He saw it, yes, the first white man to do so. Yes. But, when he fell ill, it was the natives that came to his aid.

However, this is not to play down or underestimate his tortuous journey, sufferings, illnesses, attacks, etc. the story is that in June, 1788, nine of the twelve members of the Saturday Club, a gentlemen’s dining club, formed themselves into an ‘Association for Promoting the Discovery of the Interior Parts of Africa,’ as they deemed it unworthy of their ‘present age’ that only so little was known about ‘so large a portion of the globe’ as the African continent.

When in May, 1795, the twenty-three year old Scottish surgeon Mungo Park (1771-1806), left on his expedition to ‘ascertain the course and if possible, the rise and termination of [the river Niger]… [and] to visit the principal towns or cities in its neighbourhood, particularly Tombuctooo and Houssa,’ he was already the fourth explorer to be sent out by the African Association, as it was commonly known. Two of his predecessors, John Ledyard (1751-89) and Daniel Houghton (1740-91) had died in the attempt. The third, Simon Lucas (ca.1766-99), had not penetrated far into the interior, due to political upheaval in the region.

Park arrived in the Gambia in June. From there he travelled on with only a small amount of luggage, accompanied by his interpreter Johnson, a freed slave, and Demba, his servant. At first all went well but then Park was captured by Moors and badly treated. He eventually managed to escape and after being repeatedly robbed, suffering from fever, starvation and thirst, he finally reached the banks of the river Niger in July, 1796.

He then declared famously:

“I saw with infinite pleasure the great object of my mission; the long sought for, majestic Niger, glittering to the morning sun, as broad as the Thames at Westminster, and flowing slowly to the eastward.”

Mungo Park was an instant success, and the first edition of his book Travels in the Interior Districts of Africa sold out rapidly. His £1000 royalties allowed him to settle in Selkirk and set up medical practice (marrying Alice Anderson, the daughter of the surgeon to whom he had been apprenticed). Settled life soon bored him, however, and he looked for a new adventure-but only under the right conditions. Banks was offended when Park demanded a large sum to explore Australia for the Royal Society.​

Eventually in 1805, Banks and Mungo Park came to an arrangement-Park was to lead an expedition to follow the Niger to its end. His part consisted of 30 soldiers from the Royal Africa Corps garrisoned at Goree (they were offered extra pay and the promise of a discharge on return), plus officers including his brother-in-law Alexander Anderson, who agreed to join the trip) and four boat builders from Portsmouth who would construct a forty-foot boat when they reached the river.

Against logic and advice, Mungo Park set off from the Gambia in the rainy season – within ten days his men were falling to dysentery. After five weeks one man was dead, seven mules lost and the expedition’s baggage mostly destroyed by fire.Mungo Park’s letters back to London made no mention of his problems. By the time the expedition reached Sand sanding on the Niger, only eleven of the original 40 Europeans were still alive. The party rested for two months but the deaths continued. By November 19, only five of them remained alive (even Alexander Anderson was dead). Sending the native guide, Isaaco, back to Laidley with his journals, Park was determined to continue. Park, Lieutenant Martyn (who had become an alcoholic on native beer) and three soldiers set off downstream from Segu in a converted canoe, christened the HMS Joliba. Each man had fifteen muskets but little in the way of other supplies.

When Isaaco reached Laidley in the Gambia news had already reached the coast of Mungo Park’s death – coming under fire at the Bussa Rapids, after a journey of over 1 000 miles on the river, Mungo Park and his small party were drowned. Isaaco was sent back to discover the truth, but the only remains to be discovered was Mungo Park’s munitions belt. The irony was that having avoided contact with local Muslim’s by keeping to the center of the river, they were in turn mistaken for Muslim raiders and shot at.

HUGH CLAPPERTON

Clapperton was born in Annan, Dumfriesshire, where his father, George Clapperton, was a surgeon. He gained some knowledge of practical mathematics and navigation, and at thirteen years was apprenticed on board a vessel which traded between Liverpool and North America. After having made several voyages across the Atlantic Ocean, he was impressed for the navy, in which he soon rose to the rank of midshipman. During the Napoleonic Wars, Clapperton saw a good deal of active service, and at the storming of Port Louis, Mauritius, in November 1810, he was first in the breach and hauled down the French flag.

In 1814, Clapperton went to Canada, was promoted to the rank of lieutenant, and to the command of a schooner on the Canadian lakes. In 1817, when the flotilla on the lakes was dismantled, he returned home on half-pay. In 1820 Clapperton removed to Edinburgh, where he made the acquaintance of Walter Oudney, who aroused his interest in African travel.

THE VOYAGES

Lieutenant G. F. Lyon having returned from an unsuccessful attempt to reach Bornu from Tripoli, the British government determined on a second expedition to that country. Walter Oudney was appointed by Lord Bathurst, then colonial secretary, to proceed to Bornu as consul, accompanied by Hugh Clapperton. From Tripoli, early in 1822, they set out southward to Murzuk, where they were later joined by Major Dixon Denham, who found both men in a wretched condition. They eventually proceeded south from Murzuk on 29 November 1822. By this time, a deep antipathy had developed between Clapperton and Denham, Denham secretly sending home malicious reports about Clapperton having homosexual relations with one of the Arab servants. The accusation, based on a rumour spread by a disgruntled servant dismissed by Clapperton for theft, was almost certainly unfounded, and Denham later withdrew it but without telling Clapperton he had done so, leading the historian Bovill to observe that ‘it remains difficult to recall in all the checkered history of geographic discovery.

CHALLENGES

On 17th February, 1823, the party eventually reached Kuka (now Kukawa in Nigeria), capital of the Bornu Empire, where they were well received by the sultan Sheikh Al-Kaneimi, having earlier become the first white men to see Lake Chad. Whilst at Kuka, Clapperton and Oudney parted company with Denham on 14th December, to explore the course of the Niger River. Denham remained behind to explore and survey the western, South and South-Eastern shores of Lake Chad, and the lower courses of the Rivers Waube, Logone and Shari. However, only a few weeks later, Oudney died at the village of Murmur, located near the town of Katagum on the road to Kano. Undeterred, Clapperton continued his journey alone through Kano to Sokoto, the capital of the Fulani Empire, where by order of Sultan Muhammed Bello, he was obliged to stop, though the Niger was only a five-day journey to the west. Exhausted by his travels, he returned by way of Zaria and Katsina to Kuka, where Denham found him barely recognizable after his privations. Clapperton and Denham departed Kuka for Tripoli in August, 1824, reaching Tripoli on 26th January, 1825. Their mutual antipathy unabated, they exchanged not a word during the 133-day journey. The pair continued their journey to England, arriving home to a heroes’ welcome on 1st June, 1825. An account of their travels was published in 1826, under the title Narrative of Travels and Discoveries in Northern and Central Africa in the years 1822–1823 and 1824.

ELEVATION AND FURTHER VOYAGES

Immediately after his return to England, Clapperton was raised to the rank of Commander, and sent out with another expedition to Africa, the Sultan Bello of Sokoto having professed his eagerness to open up trade with the west coast. Clapperton came out on HMS Brazen, which was joining the West Africa Squadron for the suppression of the slave trade. He landed at Badagry in the Bight of Benin, and started overland for the Niger on 7th December, 1825, having with him his servant Richard Lemon Lander, Captain Pearce, and Dr. Morrison, navy surgeon and naturalist. Before the month was out Pearce and Morrison were dead of fever. Clapperton continued his journey, and, passing through the Yoruba country, in January, 1826, he crossed the Niger at Bussa, the spot where Mungo Park had died twenty years before.

HIS ACHIEVEMENTS

Clapperton was the first European to make known from personal observation the Hausa states, which he visited soon after the establishment of the Sokoto Caliphate by the Fula. In 1829, the Journal of a Second Expedition into the Interior of Africa”, by Clapperton appeared posthumously, with a biographical sketch of the explorer by his uncle, Lieutenant-Colonel S. Clapperton, as a preface. Richard Lander, who had brought back the journal of his master, also published “Records of Captain Clapperton’s Last Expedition to Africa … with the subsequent Adventures of the Author (2 volumes, London, 1830).”

Hugh Clapperton was painted in 1817, by Sir Henry Raeburn. The painting now resides in the United States. A later oil painting by Gildon Manton is held by The National Gallery of Scotland. The frontispiece to Clapperton’s Narrative of Travels and Discoveries in Northern and Central Africa” features an engraving by Thomas Goff Lupton. Clapperton was renowned for the following works:

Clapperton, H. (1826). Difficult and Dangerous Roads – Travels in Sahara and Fezzan, 1822–1825. Eds. Bruce-Lockhart, J. & Wright, J. Sickle Moon Books, London.

Clapperton, Hugh; Lander, Richard (1829). Journal of a second expedition into the interior of Africa, from the Bight of Benin to Soccatoo by the late Commander Clapperton of the Royal Navy to which is added The Journal of Richard Lander from Kano to the Sea-Coast Partly by a More Easterly Route. London: John Murray.

Denham, Dixon; Clapperton, Hugh; Oudney, Walter (1826). Narrative of Travels and Discoveries in Northern and Central Africa: In the Years 1822, 1823, and 1824 (2 volumes). London: John Murray. Scans: Volume 1, Volume 2.

CLAPPERTON’S DEATH

In July, Clapperton arrived at Kano and thence the Fulani capital Sokoto, intending to continue to Bornu and renew his acquaintance with the Kanuri leader Sheikh al-Kaneimi. However, the Fulani were now at war with Al-Kaneimi, and Sultan Bello refused him permission to leave. After many months’ detention, afflicted by malaria, depression, and dysentery, Clapperton died, leaving his servant Lander the only survivor of the expedition. Lander returned to the coast, and at Fernando Po. By extraordinary coincidence, he met Clapperton’s old antagonist, Dixon Denham, who duly relayed the news of Clapperton’s demise to London. (To be continued.)

THOUGHT FOR THE WEEK

“We are not makers of history. We are made by history.” (Martin Luther King, Jr.).

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Opinion

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

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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

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Globacom Redefines Standard for Telecoms in 2026

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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.

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Opinion

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

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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

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