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The Oracle: Managing Complex Litigation: A Personal Experience (Pt. 2)

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4 years ago

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By Mike Ozekhome

INTRODUCTION

Last week, we examined the meaning of the word litigation; the role of the Judiciary and counsel in complex litigation; complex commercial litigation; factors to be considered incommercial litigation and jurisdiction of courts in commercial litigation. Generally, complex commercial litigation is the most common dispute resolution process in Nigeria for resolving high-value disputes and are also resolved through commercial arbitration. It is evidence that commercial arbitration is fast becoming the preferred method of resolving such disputes in Nigeria. Today, we shall conclude our discourse on this germane issue. 

APPLICATION OF NIGERIAN LAW

In deciding cases of complex litigation before them, the courts are duty bound to apply Nigerian law. The courts will not apply a foreign law to determine issues litigated before them except in instances where the contract between the parties contains a valid choice of law clause in favour of the laws of a foreign jurisdiction. It must be noted, however, that such law would only be applicable where it is not inconsistent with Nigerian law or against public morality, equity and good conscience. Where there is no settled Nigerian law position on an issue or matter, a settled foreign law position regarding the issue or matter may have a persuasive effect on the Nigerian court.

ADR TO THE RESCUE

Parties are encouraged to resolve their dispute by utilising Alternative Dispute Resolution (ADR) mechanisms. Where parties fail to utilise these available mechanisms, the court can refer or subject parties to ADR centres created by the courts, for example, the Lagos State Multi Door Court House. Usually, the court refers parties to ADR at the commencement of proceedings and before trial. In the event that the parties are referred to ADR and are unable to resolve their dispute amicably, they will be referred back to court for trial.

CONCLUSION

In general, complex commercial litigation enjoys little or no difference from standard litigation. The major difference arises in the multiplexity of complex litigation and the expertise needed to handle either. While many lawyers can handle standard litigation, very few lawyers have the expertise of handling complex litigation. There are three major points that every lawyer should engage when planning and managing lengthy complex litigations. These are:

  • Form and empower a team

 Building a solid bench of experienced lawyers for these types of cases is imperative and starts with the identification of a “Vice”, “Deputy” or “Second-in-Command”, who can share in the global view of the case, and assist with its management.  Other team members must be experienced with the roles, functions and responsibilities meted out to them. Nonetheless, these other team members should be accorded the opportunity to share in the “big picture” planning, as their ideas or opinions could make the difference between winning and losing.  Institutional knowledge that is developed must be shared and documented, otherwise there remains the risk that team members could always leave with their ideas. The team, now in place, must be empowered to perform their roles, and given an understanding of how their contribution is necessary to the overarching strategy.  Without such a shared sense of ownership in the case, it is more difficult to keep team members engaged over the length of the matter.

  • Always document your case

 Create a timeline and update it as frequent as possible.  Each team member can and should contribute to the case timeline.  The practice is invaluable for many reasons, including that it memorializes events and developments (big and small); provides a quick history of the case for new (or forgetful) team members; useful for the summaries included with most motions; and, allows you to constantly validate activity against the case strategy.  Such a timeline is also useful for updating clients and mapping out strategies.

  • Communicate with your client regularly

 Update your client regularly and without prompting.  This is the most important practice pointer for any type of matter, but it is especially true with complex actions.  Like the practitioner, your client is also susceptible to the same fatigue, loss of focus and internal transition.  Anticipate this concern (as it is potential impactful on your lawyer–client relationship) with regular updates, and consider providing them access to your litigation timeline (or create and update an abbreviated version for them).  This provides ready answers to most client questions, and will indirectly address the time-to-time perception of a lack of progress common to year-long cases.  Providing regular updates and showing empathy to the situation will go a long way to keeping your client committed to working with you.

Working on long, complex cases is rewarding, but requires significant effort to maintain the constant energy and focus required throughout.  Pre-planning and continued emphasis on these core principles will help lawyers to keep the focus and enjoy successful outcomes in such complex litigation cases.

A LAWYER’S DUTY GOES BEYOND ACHIEVING SUCCESS IN COMPLEX LITIGATION

A peep into the entire programme of this retreat shows wonderful topics ranging from Ethics of the Legal Profession; The Corporate Counsel & Legal Practitioners Rule of Professional Conduct; Trial Proceedings in the Federal High Court; Appeals; What makes a good Legal Department; The Ideal of Corporate Counsel; Review of draft DLS new Commercial Agreement Templates; The Judiciary and Remote hearings: Advantages and Challenges; Managing Complex Litigation – My Experience; Garnishee; Managing Garnishee Orders – The FCTA Experience; to the Role of National Industrial Court in the Enforcement of labour Related Violations, Under the NOGICD Act, and the Conflicting Jurisdictions of the State and Federal High Court – Enhancing Synergy between DLS and in-house Stakeholders, the experience of DDDs. There are also topics which span from can the EFCC Investigate Violations of the NOGIC Act; ADR Methods of resolving Commercial Disputes: – How Arbitration works, – Principles of Arbitration, – Mediation Process, – Conciliation Process; An examination of the arbitrability of violations under the NOGICD Act?; Federal and State Tax Laws and their implications on NCDMBs Mandate; Fundamentals of Maritime Agreements; a primer on Midstream and Downstream Energy Infrastructure Transactions and Agreements; Financing, Structuring and drafting power project Agreements; Essentials of Gas Sales Agreement and the role of GACN; Planning for Effective Performance – Team Building and Attitudinal Change for Effectiveness; Commercial Ventures and Projects; to Procurement. You did not forget to include critical subjects such as the new NOGICD Act Regulations and Strategy for Industry Compliance; Effective use of Microsoft Productivity Tool (Word, PowerPoint, Excel etc.): – Conducting Internet Research, – The Legal Department of the Future, – How Disruptive Trends are creating a new business model for in-house legal, – Legal Technology Adaptation (Data & Security); The Nigerian Procurement Law, Procedure & Practice; The Nigerian Corporate Governance Law and its Application to the Implementation of NOGICD Act; An examination of the Applicability of ICPC Act on the Mandate of NCDMB; and the implications of Nigeria’s WTO and ACFTA’s Obligations on the Implementation of the NOGICD Act; Legal Implications of the Proposed NOGICD Act Amendment bill 2011.

No doubt, the above topics are beautiful, and extensive; and cover the field in terms of enhancement of your work as corporate and commercial lawyers driving the local content of our national industrial life. However, I strained my neck in vain, but could not see any topic that deals with any of the burning national issues of the moment; current issues about Nationhood, insecurity, corruption, and our parlous economy. I thought we should take at least a peep into how our tottering Nation is twiddling Twitter; how Twitter users are to be prosecuted under a non-existent law (remember AOKO V. FAGBEMI (1961) 1 All NLR 400); and section 36(12) of the 1999 Constitution. I wanted to see an inclusion of a discourse about how we are operating a Military Decree No 24 of 1999 as our Constitution; about rule of law; democracy; about devolution of powers; resource control; true fiscal federalism and issues concerning self-determination. I yearned to see something, just anything about the incessant rate of kidnappings, armed banditry, Boko Haram; whether State Governors could promulgate laws setting up local vigilante groups.

I did not see any. Because I believe they are important to the very corporate existence of Nigeria and the enablement of a conducive environment for you to operate from your beautiful 17-story edifice in Yenagoa, and the 4 NNPC towers in Abuja, I shall touch them. Permit me to take upon myself the liberty and licence to discuss some of them. Yes, because without security and safety of lives and property, none of us will be present at this beautiful Wells Carlton Hotel built by my good friend, Capt. Hosa Okunbor, I therefore will and must touch them. A lawyer’s role should go beyond these very classroom lectures. Yes, we are all lawyers here.

It should involve participating in the social milieu, finding answers and solutions to complex problems of the society; problems that are at once centripetal and centrifugal. A lawyer must look at the immortal works of the first Nigerian lawyer, Sapara Williams (1855–1915), when he said, “the legal practitioner lives for the direction of his people and the advancement of the cause of his country”. A lawyer must situate his societal role in one or more of the schools of thought in jurisprudence with a view to helping societal growth. Let us therefore first briefly look at the various jurisprudential schools of thought.

REFLECTIONS ON THE MEANING OF LAW

The term “Law” has been defined in different ways by several scholars. The definitions proffered by these scholars are reflections of their environments, their rationale for law and its relationship to justice. These divergent views on the meaning of law culminated into varying schools of thought on the subject which in turn crystallized into what has become generally known as the schools of jurisprudence.

One of the earliest schools of thought on law is the Natural Law School. St. Thomas Aquinas, Socrates, Aristotle, Cicero, John Finn, St. Augustine, etc., are some of the proponents of this school of thought. They believe that there is a universal law from a supernatural being which is discovered by reason or rationalization. The Italian philosopher, St Thomas Aquinas, defined law as:

“… nothing else than an ordinance of reason for the common good, made by him who has care of the community, and promulgated.”

The Positivists School of thought on the other hand, believe that law is made by a sovereign, who serves as the only source of its validity, who imposes both the law and it’s sanctions on the people while himself is exempted from the law. John Austin, one of the proponents of this school of thought, stated in his Lectures on Jurisprudence (1885) that:

“Law is a command from the sovereign person or body in the political society to a member or members of society and supported by sanctions.”

The proponents of the Realist School of thought on the other hand postulated or argued that law should be seen as it is or as it is done in the law court, not as it ought to be or anything else. They argue that what transpires in the law court or what the judges do to arrive at their judgments and those judgments are the law. The American Judge, Oliver Wendell Holmes “The Path of the Law” in Collected Papers, 1920” noted that:

“The prophecies of what the courts will do … are what I mean by the law.”

Benjamin N. Cardozo, who succeeded Oliver Wendell Homes as an Associate Justice of the Supreme Court of the United States,  noted in the Growth of the Law (1924) that:

“When there is such a degree of probability as to lead to a reasonable assurance that a given conclusion ought to be and will be embodied in a judgment, we speak of that conclusion as the law.”

The Sociological School of jurisprudence, considers law or legal development from the perspective of the people in the society. Perceiving law as a social phenomenon, the proponents posit the harmonization of law with the wishes and aspirations of the people.  According to Rosco Pound (one of the proponents of this school of thought):

“… For the purpose of understanding the law of today, I am content to think of law as a social institution to satisfy social wants – the claims and demands involved in the existence of civilized society – by giving effect to as much as we need with the least sacrifice, so far as such wants may be satisfied or such claims given effect by an ordering of human conduct through politically organized society. For present purposes I am content to see in legal history the record of a continually wider recognizing and satisfying of human wants or claims or desires through social control; a more embracing and more effective securing of social interests; a continually more complete and effective elimination of waste and precluding of friction in human enjoyment of the goods of existence – in short, a continually more efficacious social engineering.”

As stated above, the sociological school is concerned with satisfying the interest of individuals and social institutions. These interests are claims or want or desires which men assert de facto, about which the law must do something if organized societies are to endure.  The English philosopher, Thomas Hobbes defined “Law as the formal glue that holds fundamentally disorganized societies together.”

While Oliver Wendell Holmes and Cardozo approached law on the basis of what the Court eventually does, Rosco Pound considers the concept “law” as a social institution to satisfy social want. His view of the law accord with the democratic principle of government. In a democracy, law is the reflection of the will and wish of the society. It is said that if you want to study any society, you have to study the laws enacted by that society.  Law, though, a product of the society is the tool for the transformation of a society. Law does not only set the path for change, it is the catalyst for change in any progressive democratic society.

Lastly, the proponents of the Historical School of Thought believe that law is a product of the people’s historical advancement. According to Von Savigny, law is:

“… a result of moments the germ of which, like the germ of the State, remains in the nature of people as being produced for culture and which grows different types from this germ, depending on the environment of the factors that perform on it.”

For Savigny, law is a reflection of the spirit of the people (Volksgeist) that grows with the growth of the people and dies as the nation loses its nationality.

The perspectives of the various schools of thought on the meaning of law are germane to our understanding of law as a tool for social change in Nigeria. Notwithstanding their perspectives, one outstanding feature in the various schools of thought is the need to ensure orderliness in the society through law. We, as lawyers, are the engineers that drive the legal process.

So, permit me therefore henceforth, to speak to these above vexed issues which I raised earlier ex tempore. I believe that your automatic recording of same will enrich your communique that will emanate from this beautiful retreat exercise. Consequently, allow me to speak on Nigeria; where we were; where we are; where we ought to be and how to get there. That is my ex tempore talk henceforth.

FUN TIMES

“E CHOKE HERE NA DIE OOO..

Wife carry her card give hubby to withdraw money and support his business. Hubby carry the same card give side chick to go shopping!! Side chick use the same card go do shopping for wife boutique. As it stands, wife dey receive debit and credit alert at the same time. So wife call DPO to come arrest side chick.. E just shock us say side chick na DPO wife… I go update una later shaa. Make I check egg wey I dey fry for fire”. –Anonymous.

THOUGHT FOR THE WEEK

“Litigation is the pursuit of practical ends, not a game of chess”. (Frankfurter).

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Opinion

Rebuilding the Pillars: A Comprehensive Blueprint for Overcoming Nigeria’s Leadership Deficit

Published

5 days ago

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December 13, 2025

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By Tolulope A. Adegoke, PhD

Systemic governance reform as the critical foundation for unlocking sustainable development and restoring national promise. “Nations are not built on resources, but on systems. Nigeria’s future rests not on changing leaders, but on transforming the very structures that create them” – Tolulope A. Adegoke, PhD

Introduction: The Leadership Imperative

Nigeria, often described as the “Giant of Africa,” stands at a pivotal moment in its historical trajectory. Possessing unparalleled human capital, vast natural resources, and a dynamic, youthful population, the nation’s potential remains paradoxically constrained by deeply embedded structural deficiencies within its leadership architecture. These systemic flaws—evident across political, corporate, and civic institutions—have created profound cracks that undermine public trust, stifle economic innovation, and impede the delivery of fundamental social goods. This leadership deficit is not merely a political inconvenience; it is the central bottleneck to national progress.

Addressing this challenge requires moving beyond cyclical criticism of individuals and towards a deliberate, strategic reconstruction of the systems that produce, empower, and hold leaders accountable. This blog post presents a holistic, actionable blueprint designed to seal these cracks permanently. It offers a pathway to cultivate a leadership ecosystem that is transparent, accountable, performance-driven, and ethically grounded, thereby delivering tangible possibilities for Nigeria’s people, empowering its corporate sector, and restoring its stature on the global stage.

Section 1: Diagnosing the Structural Cracks—A Multilayered Analysis

A precise diagnosis is essential for effective treatment. Nigeria’s leadership challenges are multifaceted and mutually reinforcing, stemming from three core structural failures.

1. The Governance Architecture Failure

The current system suffers from a fundamental contradiction: a hyper-centralized federal model that stifles local innovation and accountability. Critical institutions, including the Independent National Electoral Commission (INEC), the judiciary, and the civil service, frequently operate with compromised autonomy, inadequate technical capacity, and vulnerability to political interference. Furthermore, the intended checks and balances among the executive, legislative, and judicial branches have weakened, creating avenues for impunity and concentrated power that deviate from democratic principles.

2. The Leadership Pipeline Collapse

The mechanisms for recruiting and developing leaders are fundamentally broken. Political party structures too often prioritize patronage, loyalty, and financial muscle over competence, vision, and ethical fortitude. There exists no systematic, nationwide program for identifying, nurturing, and mentoring successive generations of public servants. This results in a recurring leadership vacuum and a deficiency of cognitive diversity at decision-making tables, limiting the range of solutions for national challenges.

3. The Integrity Infrastructure Erosion

Perhaps the most damaging crack is the erosion of public trust, fueled by opacity and impunity. Decision-making processes and public resource allocations are frequently shrouded in secrecy, while accountability mechanisms are rendered ineffective. The consistent weakness in enforcing ethical codes across sectors has allowed a culture of corruption to persist, which acts as a regressive tax on development, scuttles investor confidence, and demoralizes the citizenry.

Section 2: A Tripartite Framework for Sustainable Transformation

Lasting reform necessitates concurrent, mutually reinforcing interventions across three interconnected pillars.

Pillar I: Constitutional and Institutional Reformation

Implementing True Cooperative Federalism: It is imperative to undertake a constitutional review that clearly delineates responsibilities and revenue-generating authorities among federal, state, and local governments. This empowers subnational entities to become laboratories of development, tailored to local contexts, while fostering healthy competition in providing public services. Fiscal autonomy must be matched with enhanced capacity-building initiatives at the state and local government levels.

Fortifying Independent Institutions: Key democratic institutions require constitutional protection from executive and legislative overreach. This includes guaranteeing transparent, first-line funding from the Consolidated Revenue Fund and establishing rigorous, meritocratic panels for appointing their leadership. Strengthening bodies like the Code of Conduct Bureau and the Public Complaints Commission is equally vital.

Professionalizing the Political Space: Electoral reform must introduce systems like ranked-choice voting to encourage more issue-based, inclusive campaigning. Legislation should mandate demonstrable internal democracy within political parties, including transparent primaries and audited financial disclosures, to reduce the capture of parties by narrow interests.

Pillar II: Cultivating a Leadership Development Ecosystem

Establishing a Premier National School of Governance (NSG): Modeled on institutions like the Lee Kuan Yew School of Public Policy, a Nigerian NSG would serve as the apex institution for executive leadership training. Attendance for all senior civil servants, political appointees, and legislators should be mandatory, with curricula focused on strategic public administration, ethical leadership, complex project management, and national policy analysis.

Catalyzing a Corporate Governance Revolution: The Securities and Exchange Commission (SEC) and the Corporate Affairs Commission (CAC) must enforce stricter codes requiring diverse, independent, and technically competent boards. The private sector should be incentivized—through tax credits or preferential procurement status—to establish leadership fellowship programs that place high-potential private-sector executives into public sector roles for fixed terms, fostering cross-pollination of skills and perspectives.

Instituting a Presidential Leadership Fellowship (PLF): This highly selective, merit-based program would identify Nigeria’s most promising young talents (aged 25-35) from all fields—technology, agriculture, law, the arts—and place them in intensive two-year rotations across critical government agencies, private sector giants, and civil society organizations. This creates a nurtured cohort of future leaders with a national network and a deep understanding of systemic interconnections.

Pillar III: Architecting Robust Accountability & Performance Systems

Deploying a Digital Transparency Platform: A mandatory, open-access National Integrated Governance Portal (NIGP) should display in real-time the status, budget, and contractor details of every major public project. Strategic use of blockchain technology can create immutable records for procurement contracts and resource distribution, significantly reducing opportunities for diversion.

Empowering Oversight and Consequence: Anti-corruption agencies require not only independence but also enhanced forensic capacity and international collaboration. Performance tracking must extend to the judiciary and legislature; publishing annual scorecards on case clearance rates, legislative productivity, and constituency impact can drive public accountability.

Embedding a Culture of Results: All government ministries, departments, and agencies (MDAs) must operate under a National Key Results Framework (NKRF). This performance contract system would define clear, measurable quarterly deliverables tied to national development plans. Autonomy and discretionary funding should be increased for MDAs that consistently meet targets, while underperformance triggers mandatory restructuring and leadership review.

Section 3: The Indispensable Cultural Reorientation

Technocratic fixes will fail without a parallel cultural shift that venerates service and integrity.

Embedding Ethics from Foundation: A redesigned national curriculum, from primary through tertiary education, must integrate civic ethics, critical thinking, and Nigeria’s constitutional history to build an informed citizenry that values good governance.

Launching a “Service Nation” Campaign: A sustained, multi-platform national campaign, developed in partnership with respected cultural, religious, and traditional institutions, should celebrate role models of ethical leadership and reframe public service as the nation’s highest calling.

Enacting Ironclad Whistleblower Protections: Comprehensive legislation must be passed to protect whistleblowers from all forms of retaliation, including provisions for anonymous reporting, physical protection, and financial rewards, aligning with global best practices to encourage exposure of malfeasance.

 

Section 4: A Practical, Phased Implementation Roadmap (2025-2035)

Phase 1: The Foundation Phase (Years 1-3)

Convene a National Constitutional Dialogue involving all tiers of government, civil society, and professional bodies.

·      Establish the Nigerian School of Governance (NSG) and inaugurate the first cohort of the Presidential Leadership Fellowship (PLF).

·      Pilot the National Integrated Governance Portal (NIGP) in the Ministries of Health, Education, and Works.

Phase 2: The Integration & Scaling Phase (Years 4-7)

·      Enact and begin implementation of the new constitutional framework on fiscal federalism.

·      Graduate the first NSG cohorts and embed training as a prerequisite for promotions.

·      Roll out the NKRF performance contracts across all federal MDAs and willing pilot states.

Phase 3: The Consolidation & Maturation Phase (Years 8-12)

·      Conduct a comprehensive national review, assessing improvements in governance indices, citizen trust metrics, and economic competitiveness.

·      Establish Nigeria as a regional hub for leadership training, offering NSG programmes to other African nations.

·      Institutionalize a self-sustaining cycle where performance culture and ethical leadership are the unquestioned norms.

Conclusion: Forging a New Path of Leadership

The task of sealing the cracks in Nigeria’s leadership foundation is undeniably monumental, yet it is the most critical work of this generation. It demands a departure from transactional politics and short-term thinking toward a covenant of nation-building. The integrated blueprint outlined here—combining institutional redesign, leadership cultivation, technological accountability, and cultural renewal—provides a viable pathway.

This is not a call for perfection, but for systematic progress. By committing to this journey, Nigeria can transform its governance from its greatest liability into its most powerful asset. The outcome will be a nation where trust is restored, innovation flourishes, and every citizen has a fair opportunity to thrive. The resources, the intellect, and the spirit exist within Nigeria; it is now a matter of courageously building the structures to set them free.

Dr. Tolulope Adeseye Adegoke is a distinguished scholar-practitioner specializing in the intersection of African security, governance, and strategic leadership. His expertise is built on a robust academic foundation—with a PhD, MA, and BA in History and International Studies focused on West African conflicts, terrorism, and regional diplomacy—complemented by high-level professional credentials as a Distinguished Fellow Certified Management Consultant and a Fellow Certified Human Resource Management Professional.

A recognized thought leader, he is a Distinguished Ambassador for World Peace (AMBP-UN) and has been honoured with the African Leadership Par Excellence Award (2024) and the Nigerian Role Models Award (2024), alongside inclusion in the prestigious national compendium “Nigeria @65: Leaders of Distinction.”

Dr. Adegoke’s unique value lies in synthesizing deep historical analysis with practical management frameworks to diagnose systemic institutional failures and design actionable reforms. His work is dedicated to advancing ethical governance, strategic human capital development, and sustainable nation-building in Africa and the globe. He can be reached via: tolulopeadegoke01@gmail.com  & globalstageimpacts@gmail.com

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Opinion

How Dr. Fatima Ibrahim Hamza (PT, mNSP) Became Kano’s Healthcare Star and a Model for African Women in Leadership

Published

2 weeks ago

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December 6, 2025

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By Dr. Sani Sa’idu Baba

My dear country men and women, over the years, I have been opportune to watch numerous speeches delivered by outstanding women shaping the global health sector especially those within Africa. Back home, I have also listened to towering figures like Dr. Hadiza Galadanci, the renowned O&G consultant whose passion for healthcare reform continues to inspire many. Even more closer home, there is Dr. Fatima Ibrahim Hamza, my classmate and colleague. Anyone who knew her from the beginning would remember a hardworking young woman who left no stone unturned in her pursuit of excellence. Today, she stands tall as one of the most powerful illustrations of what African women in leadership can achieve when brilliance, discipline, and integrity are brought together.

Before I dwell into the main business for this week, let me make this serious confession. If you are a regular traveler within Nigeria like myself, especially in the last two years, you will agree that no state currently matches Kano in healthcare delivery and institutional sophistication. This transformation is not accidental. It is the result of a coordinated, disciplined, and visionary ecosystem of leadership enabled by Kano State Governor, Engr Abba Kabir Yusuf. From the strategic drive of the Hospitals Management Board under the meticulous leadership of Dr. Mansur Nagoda, to the policy direction and oversight provided by the Ministry of Health led by the ever committed Dr. Abubakar Labaran, and the groundbreaking reforms championed by the Kano State Primary Health Care Management Board under the highly cerebral Professor Salisu Ahmed Ibrahim, the former Private Health Institution Management Agency (PHIMA) boss, a man who embodies competence, hard work, honesty, and principle, the progress of Kano’s health sector becomes easy to understand. With such a strong leadership backbone, it is no surprise that individuals like Dr. Fatima Ibrahim Hamza is thriving and redefining what effective healthcare leadership looks like in Nigeria.

Across the world, from top medical institutions to global leadership arenas, one truth echoes unmistakably: when women lead with vision, systems transform. Their leadership is rarely about theatrics or force; it is about empathy, innovation, discipline, and a capacity to drive change from the inside out. Kano State has, in recent years, witnessed this truth firsthand through the extraordinary work of Dr. Fatima at Sheikh Muhammad Jidda General Hospital.

In less than 2 years, Dr. Fatima has emerged as a phenomenon within Kano’s healthcare landscape. As the youngest hospital director in the state, she has demonstrated a style of leadership that mirrors the excellence seen in celebrated female leaders worldwide, women who inspire not by occupying space, but by redefining it. Her performance has earned her two high level commendations. First, a recognition by the Head of Service following a rigorous independent assessment of her achievements, and more recently, a formal commendation letter from the Hospitals Management Board acknowledging her professionalism, discipline, and transformative impact.

These acknowledgements are far more than administrative gestures, they place her in the company of women leaders whose influence reshaped nations: New Zealand’s Jacinda Ardern with her empathy driven governance, Liberia’s Ellen Johnson Sirleaf with her courageous reforms, and Germany’s Angela Merkel with her disciplined, steady leadership. Dr. Fatima belongs to this esteemed lineage of women who do not wait for change, they create it.

What sets her apart is her ability to merge vision with structure, compassion with competence, and humility with bold ambition. Staff members describe her as firm yet accessible, warm yet uncompromising on standards, traits that embody the modern leadership model the world is steadily embracing. Under her stewardship, Sheikh Jidda General Hospital has transformed from a routine public facility into an institution of possibility, demonstrating what happens when a capable woman is given the opportunity to lead without constraint.

The recent commendation letter from the Hospitals Management Board captures this evolution clearly: “Dr. Fatima has strengthened administrative coordination, improved patient care, elevated professional standards, and fostered a hospital environment where excellence has become the norm rather than the exception”. These outcomes are remarkable in a system that often battles bureaucratic bottlenecks and infrastructural limitations. Her work is proof that effective leadership especially in health must be visionary, intentional, and rooted in integrity.

In a period when global discourse places increasing emphasis on the importance of women in leadership particularly in healthcare, Dr. Fatima stands as a living testament to what is possible. She has demonstrated that leadership is never about gender, but capacity, clarity of purpose, and the willingness to serve with unwavering commitment.

Her rise sends a powerful message to young girls across Nigeria and Africa: that excellence has no gender boundaries. It is a call to institutions to trust and empower competent women. And it is a reminder to society that progress accelerates when leadership is guided by competence rather than stereotypes.

As Kano continues its journey toward comprehensive healthcare reform, Dr. Fatima represents a new chapter, one where leadership is defined not by age or gender, but by impact, innovation, and measurable progress. She is, without question, one of the most compelling examples of modern African women in leadership today.

May her story continue to enlighten, inspire, and redefine what African women can, and will achieve when given the opportunity to lead.

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

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Opinion

Book Review: Against the Odds by Dozy Mmobuosi

Published

2 weeks ago

on

December 4, 2025

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By Sola Ojewusi

Against the Odds is an ambitious, deeply personal, and unflinchingly honest memoir that traces the remarkable rise of Dozy Mmobuosi, one of Nigeria’s most dynamic and controversial entrepreneurs. In this sweeping narrative, Mmobuosi reveals not just the public milestones of his career, but the intimate struggles, internal battles, and defining moments that shaped his identity and worldview.

The book is both a personal testimony and a broader commentary on leadership, innovation, and Africa’s future—and it succeeds in balancing these worlds with surprising emotional clarity.

A Candid Portrait of Beginnings

Mmobuosi’s story begins in the bustling, unpredictable ecosystem of Lagos, where early challenges served as the furnace that forged his ambitions. The memoir details the circumstances of his upbringing, the value systems passed down from family, and the early encounters that sparked his desire to build solutions at scale.

These foundational chapters do important work: they humanize the protagonist. Readers meet a young Dozy not as a business figurehead, but as a Nigerian navigating complex social, financial, and personal realities—realities that millions of Africans will find familiar.

The Making of an Entrepreneur

As the narrative progresses, the memoir transitions into the defining phase of Mmobuosi’s business evolution. Here, he walks readers through the origins of his earliest ventures and the relentless curiosity that led him to operate across multiple industries—fintech, agri-tech, telecoms, AI, healthcare, consumer goods, and beyond.

What is striking is the pattern of calculated risk-taking. Mmobuosi positions himself as someone unafraid to venture into uncharted territory, even when the cost of failure is steep. His explanations offer readers valuable insights into:
• market intuition
• the psychology of entrepreneurship
• the sacrifices required to build at scale
• the emotional and operational toll of high-growth ventures

These passages make the book not only readable but instructive—especially for emerging

African entrepreneurs.

Triumphs, Crises, and Public Scrutiny
One of the book’s most compelling strengths is its willingness to confront controversy head-on.

Mmobuosi addresses periods of intense scrutiny, institutional pressure, and personal trials.

Instead of glossing over these chapters, he uses them to illustrate the complexities of building businesses in emerging markets and navigating public perception.

The tone is reflective rather than defensive, inviting readers to consider the thin line between innovation and misunderstanding in environments where the rules are still being written.

This vulnerability is where the memoir finds its emotional resonance.

A Vision for Africa

Beyond personal history, Against the Odds expands into a passionate manifesto for African transformation. Mmobuosi articulates a vision of a continent whose young population, natural resources, and intellectual capital position it not as a follower, but a potential leader in global innovation.

He challenges outdated narratives about Africa’s dependency, instead advocating for
homegrown technology, supply chain sovereignty, inclusive economic systems, and investment in human capital.

For development strategists, policymakers, and visionaries, these sections elevate the work from memoir to thought leadership.

The Writing: Accessible, Engaging, and Purposeful

Stylistically, the memoir is direct and approachable. Mmobuosi writes with clarity and intention, blending storytelling with reflection in a way that keeps the momentum steady. The pacing is effective: the book moves seamlessly from personal anecdotes to business lessons, from introspection to bold declarations.

Despite its business-heavy subject matter, the prose remains accessible to everyday readers.

The emotional honesty, in particular, will appeal to those who appreciate memoirs that feel lived rather than curated.

Why This Book Matters

Against the Odds arrives at a critical moment for Africa’s socioeconomic trajectory. As global attention shifts toward African innovation, the need for authentic narratives from those building within the system becomes essential.

Mmobuosi’s memoir offers:
• a case study in resilience
• an insider’s perspective on entrepreneurship in frontier markets
• a meditation on reputation, legacy, and leadership
• a rallying cry for African ambition

For readers like Sola Ojewusi, whose work intersects with media, policy, leadership, and social development, this book offers profound insight into the human stories driving Africa’s new generation of builders.

Final Verdict

Against the Odds is more than a success story—it is a layered, introspective, and timely work that captures the pressures and possibilities of modern African enterprise. It challenges stereotypes, raises important questions about leadership and impact, and ultimately delivers a narrative of persistence that audiences across the world will find relatable.

It is an essential read for anyone interested in the future of African innovation, the personal realities behind public leadership, and the enduring power of vision and resilience

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