Opinion
Mike Adenuga: 70 Times a Genius
Published
3 years agoon
By
Eric
By Olabode Opeseitan
This is a celebration of an exceptional African business icon and enigma from an insider perspective. I have interacted with the billionaire founder of Globacom and Conoil, Dr. Mike Adenuga Jr., for over three decades, 16 years of which I worked for him, often at close quarters. This is an unrestrained chronicling of his unique attributes; with anecdotes and perspectives you probably have never read elsewhere.
THE ENIGMA
It was one of those activity-choked days when his meetings lasted till very late in the night. He had, a few moments earlier, closed his last meeting for the day with senior managers in his signature style. “Well, everyone to himself, God for us all,” he said with reverence, yet commandingly and reassuringly. With everyone released, he treated the remaining files on his desk, passed them to his secretary and crossed over from his Oval Office at the golden building to his palatial residence, which he fittingly christened Bellissima on the waterfront. Bellissima is an Italian word coined from bella, which means gorgeous, while issima, is an absolute superlative. Bellissima, the name, absolutely complements the gorgeousness of the immaculate white buildings at the Adenuga villas and their coral-coloured roofs. You would think, at that wee hour, he was heading straight to bed once he got home. No Sir!
Dr. Adenuga is genetically fortunate to require only about three to four hours of sleep a day. The influential Wall Street Journal calls his kind the sleep-less elite who need just a few hours of sleep to function normally. In that mold are the likes of Tim Cook of Apple and former American President Donald Trump. Sometimes, he would make a few calls to give some follow-up instructions or review some aspects of his last meetings. Then, he would pour himself a glass of one of the smoothest cognacs in the world, relax and journey back to the past couple of hours to dissect his previous day, reflectively.
This is a celebration of an exceptional African business icon and enigma from an insider perspective. I have interacted with the billionaire founder of Globacom and Conoil, Dr. Mike Adenuga Jr., for over three decades, 16 years of which I worked for him, often at close quarters. This is an unrestrained chronicling of his unique attributes; with anecdotes and perspectives you probably have never read elsewhere.
THE ENIGMA
It was one of those activity-choked days when his meetings lasted till very late in the night. He had, a few moments earlier, closed his last meeting for the day with senior managers in his signature style. “Well, everyone to himself, God for us all,” he said with reverence, yet commandingly and reassuringly. With everyone released, he treated the remaining files on his desk, passed them to his secretary and crossed over from his Oval Office at the golden building to his palatial residence, which he fittingly christened Bellissima on the waterfront. Bellissima is an Italian word coined from bella, which means gorgeous, while issima, is an absolute superlative. Bellissima, the name, absolutely complements the gorgeousness of the immaculate white buildings at the Adenuga villas and their coral-coloured roofs. You would think, at that wee hour, he was heading straight to bed once he got home. No Sir!
Dr. Adenuga is genetically fortunate to require only about three to four hours of sleep a day. The influential Wall Street Journal calls his kind the sleep-less elite who need just a few hours of sleep to function normally. In that mold are the likes of Tim Cook of Apple and former American President Donald Trump. Sometimes, he would make a few calls to give some follow-up instructions or review some aspects of his last meetings. Then, he would pour himself a glass of one of the smoothest cognacs in the world, relax and journey back to the past couple of hours to dissect his previous day, reflectively.
That, for Dr. Adenuga is a spiritual voyage of sorts where he tries to set matters straight between himself and the people he had encountered. Meditatively, he would ask himself, ‘Was I fair to him? Was she fair to me? Is there any additional value to explore and get a better result beyond the ideas the various teams from Globacom to Conoil Producing, Conoil Plc, Cobblestone Properties & Estate and others presented? How can we optimize our assets?’ He could be at this for up to three or four hours before calling it a day. That is how the genius mindset of Chairman Adenuga works. Upon deep reflection, if in the previous day there was anyone the Chairman felt he was unfair to, he would make amends, often not in an apology but in voluntary compensatory actions. If there was anyone he felt was unfair to him, he would also take corrective measures. As generous as he frequently is, he doesn’t spare the rods when he needs to make people account for their misdeeds. Where he acts the fastest is on any matter that could stimulate business growth. He takes whatever action is required to get results, particularly where the opportunity is hot and fresh, even if it requires a trip to the most distant part of the world. There were people in the Mike Adenuga Group who had travelled to the US, Europe, China and other parts of Africa and had no clue they were travelling as close as four to 24 hours before they boarded their flights. No other business leader I have known can match his mettle when it comes to pulling all the strings to get a difficult result. That perhaps is the strongest staying power of an icon his admirers call the Great Guru.
HOW HE PRESIDES OVER MEETINGS
Dr. Adenuga is a strict disciplinarian who runs his organisations with traits of the command-and-control structure of a military hierarchy. A perfectionist, he expects his officials and consultants to be prompt, organised, adequately prepared and conform to the rules of his office. “You can’t do that here. This is the Office of the Chairman”, he would thunder and remind anyone stepping out of line. He is irritated by tardiness and unintelligent responses. A voracious reader and intellectual explorationist, he ceaselessly brings himself up to speed on the latest trends in the businesses he is involved in, from oil exploration to the downstream, banking to finance, real estate, hospitality, road construction and telecommunications. You cannot pull the wool over his eyes. One moment he is discussing the network configuration management system for Globacom with his technical team, the next moment, he is discussing the result of geological surveys and offshore/onshore drilling of oil with his Conoil Producing management team. The same day, he is getting feedback from his representatives at Julius Berger, where he has controlling shares, and Cobblestone, the multibillion real estate company which has luxurious properties spread across the land. This is just a snippet of his regular undertakings. He probably would have slowed it down by now.
He is also politically and economically savvy. He has unassailable strategies on how to fix the Nigerian economy. I can just imagine how much Nigerian and African leaders can tap from his profound solutions, most of which are a bigger bang for the buck, even without asking to be paid any buck. It’s there just for the asking!
How long or short he spends with every presenting team depends on how much value he gets from or adds to the presentation. He needs only a few slides to decide if a presentation is worth his precious time. Yet, he displays a disarming humility, especially when there are visiting consultants or advisers. He is quick to spot and convert opportunities. He sees the boardroom and an entire organisation like a football team where only the players in good form keep their shirts. “Everyone must fight for his shirt”, he would say. Yet, he shows the milk of human kindness to his people. He gets personal with employees he often interacts with, cares about their welfare over and beyond the benefits they get from the system. Dr. Adenuga is also a powerful storyteller who has shared several aspects of his life relevant to topics under discussion with officials during or after meetings.
HOW HE KEEPS VALUABLE STAFF
Despite his strict regimen and famous quote of, “We may laugh and play together, don’t let the hierarchy be lost on you,” Dr. Adenuga is among the most involved and most caring employers of labour you can ever see. When a valued staff departs voluntarily or is asked to quit over certain developments, the Chairman does not see it as a permanent separation. If there is an opening later and he remembers any of the former staff he rates as ‘livewires’ who can fill the void, he will go after such staff, entice, appeal, incentivize or take any step necessary to bring him/her back. Dr. Adenuga goes as far as speaking directly to the staff or sending emissaries to them to gain their confidence and rekindle their collaboration. Biblical? Perhaps, yes. Leaders can leave a herd and go after a lost or missing sheep. For a business leader who can afford to hire any staff from anywhere in the world, that is a rare act of humility, large-heartedness and pragmatism. About two years after I had left Globacom in 2020, I got a surprise call from the Chairman. “Bode, mo ti’n wa e. Nibo lo wa lat’ojo yi” (Bode, I have been looking for you, where have you been all this while)? Then he added, “We shouldn’t be far from each other. I shouldn’t be looking for you when I need you or you, looking for me when you need me. There is no easy way to say goodbye but there can be a pleasant way.” I thanked him for his fatherly admonition, and we have kept in touch ever since. The truth is that the Chairman really does not need me to the point of seeking me out. It is just his nature to be kind to his employees and friends he considered valuable when they were with him.
ROLE IN TURNING WIZ KID, OTHERS INTO GLOBAL STARS
The world today celebrates Wizkid, Burna Boy and other Nigerian music superstars who have become global icons. Dr. Adenuga played a big part in accelerating their journeys into global reckoning. He instructed his management team to engage the fledgling music stars then as brand ambassadors and take them on musical and comedy tours across the country. Many of them had the opportunity to perform in different parts of Nigeria for the first time, courtesy of the Adenuga gesture. Empowerment is one of the core reasons he founded Globacom. He wanted the fish seller in Epe or the yam seller in Aboh Mbaise or the farmer in Dawakin, Kano to be able to reach their customers and boost their trade. When things were tough for comedians, Nollywood stars and musicians, the endorsement and performance fees they got from Globacom helped in no small way to see them through. Many of the beneficiaries are eternally grateful for that deed. His impact was also felt in football across Nigeria, Ghana and at CAF where he pumped millions of dollars to promote and develop African football for almost two decades.
ADENUGA’S EXTENSIVE CONNECTIONS
The Chairman has an extensive network of connections, and he has kept many of them in his closest circle over the years. In the innermost of the circle are the Awujale of Ijebuland, Oba Sikiru Adetona, who is his older cousin, the Esama of Benin, Sir Cabriel Igbinedion, and his son, Chief Lucky Igbinedion, boardroom guru Mr. Bode Emmanuel, General IBM Haruna, General Ibrahim Badamosi Babangida, Dr. Seyi Roberts and Chief Obi Adimora. This list is by no means exhaustive. Another of the elite senior friends is General Alani Akinrinade, whom he met as the big brother of his close childhood friend. He has nurtured a sublime friendship with the Akinrinades over the years. He is particularly fond of General Akinrinade, who was kind to them in those days when the youngsters were trying to find their feet. The powerful list also includes past and present heads of state across the world, Governors, Senators, traditional rulers, professionals, friends and associates. Many thought he would be in a dilemma when two of his friends, Alhaji Atiku Abubakar and Asiwaju Bola Ahmed Tinubu, went head-to-head in the last presidential election. They forgot that he is a boardroom virtuoso who understands the dynamics of leadership contests in Nigeria and would never be caught in the crossfire. His strategy over time is to leave politicking to politicians and stay in his comfort zone, the boardroom and business management.
RELATIONSHIP WITH HIS CHILDREN
Like every caring and doting father, the Chairman loves his children to bits. He spoils them with gifts and finds time to attend to them despite his extremely busy schedule. He prioritises family dinner which could be at least once a week, often after watching movies together at the family’s luxuriant cinema hall. He also comes hard on them when they get on the wrong side of his strict rules. He once told one of his children whom he had to compel to attend a meeting after requesting to be excused, “Come rain or shine, I’m at this desk, working. If I can do that without giving excuses, then you shouldn’t give excuses. The only thing I owe you is to give you a good education. Afterwards, if you want to stay here, you are welcome, but you must adhere to my instructions”. Surely, he cherishes them and will do anything for them, but he wants to train them in his strict disciplinarian way, believing this will strengthen them in sustaining the huge legacy he is bestowing on them. Everyone close to the Adenugas knows that his scions have also fully embraced the ethos of hard work wholeheartedly and they are adept at what they do. He once told me after a meeting at his Oko-Awo home office, shortly before relocating to the Banana Island home, that his wish was to hand over his flourishing empire to his children.
ADENUGA’S LEGENDARY GENEROSITY
Dr. Adenuga’s generosity is legendary. He gives personal rewards like no other billionaire, except for probably a few like Oprah Winfrey. “If God has given you this kind of resources, it is not for you and your family alone,” he would say. That is the guiding philosophy influencing the way he reaches out through his wealth.
All year round, he splashes generous gifts on extended family, friends, associates, staff and the less privileged. The gifts could range from exotic brand-new cars to expensive perfumes, designer bags, designer wristwatches and cash. And during every festive season, he has a long list of beneficiaries he touches with life-transforming gifts; some on rotation, others in perpetuity. He is detailed and exquisitely tasteful, not only in the quality of gifts but also in the manner the gifts are presented. His Christmas cards are not only the best designed but the first to arrive. Recipients have treated them as valuables to be proudly displayed. He is unorthodox in living out his precepts. He does things his own way and the Chairman acts and moves when he wants to. He doesn’t like to be over pressurised.
His company, Globacom, recently revamped and furnished the rundown home of a former national football hero, Peter Fregene, who had been in financial distress. That altruism has the imprimatur of Dr. Adenuga written all over it. He feels a deep sense of inexplicable joy when he sends his team to look for and rehabilitate Nigerians whose predicaments caught his attention. Sometimes, he would send his team to go and enquire about the well-being of a friend and associate he had not heard from in a while and ensure such was well taken care of. He also loves enabling empowerment promotions, using his companies to give out jaw-dropping prizes like houses, cars, hefty sums of money and tools of trade such as sewing machines and tricycles, among others.
HOW HE INDULGES SELF
The chairman enjoys the good things of life and pampers himself in remarkable ways. Yet, he believes that if it is not broken, don’t fix it. At his Oko-Awo, VI, Lagos office, he used the same TV sets for over a decade before finally giving the nod for them to be changed. His car preferences include Mercedes Benz G Wagon, Range Rover, sports cars, Toyota Landcruiser and Bentley. For some reason, he keeps his distance from Rolls Royce.
He also has a fleet of private jets, including the recently acquired Dassault Falcon, a quiet, productive, beautiful and luxurious executive jet built to withstand stormy weather. Named Sisi Paris after one of his grandchildren, the Dassault Falcon is a beauty in the air.
He has palatial homes in Lagos, Ibadan, Abuja, Accra, London and Johannesburg. The Lagos villa is the most extensive of them all with numerous mansions, a chapel, a purpose-built auditorium, an office tower, a general office for his private staff and an executive holding bay for visitors, a residence for domestic staff, a gym, an Olympic size swimming pool, a helipad and a boat dock. The Chairman is a connoisseur of excellent wine, champagne and a power dresser who sets his own dressing standards. Occasionally, he invites special friends over to spend the evening with him and can arrange for top-of-the-range entertainers to tickle their fancy, even if they are just a couple. Sometimes, he also arranges to have dinner or lunch with his best performing staff, often at some of the choicest restaurants in town. Always looking out for the comfort of his people, he would scan the room at regular intervals and nudge those who were not relaxed enough to drink or eat more.
A GENIUS LIKE NO OTHER
As a business icon, he reacts to issues in a manner totally different from many other business elites. No matter the storm, he is always calm. Dr. Adenuga has spent a substantial part of the last two and a half decades of his life nurturing Globacom to the giant brand it has become. He built it all from the ground up, spending thousands of painstaking days and nights with his team. In the process, he has been celebrated locally and globally, at times maligned and a few times persecuted. He has stepped on toes; others have stepped on his toes. Sometimes, he would get his team to defend his honour, at other times, he would let it slide. He knew he could not please everyone and he endeavours to fix his shortcomings. In later years, he developed a thick skin to extreme critics. When he sees a profound gesture or publication celebrating his exploits, he reaches out to express his gratitude, sometimes personally. He likes to keep his head under the parapet, as he loves to frame it.
Dr. Adenuga has never confronted any government in power. He would always devise his own ingenious way to co-exist harmoniously with the government of the day. He believes he has too much at stake to take on any government. He uses diplomacy, tact and rapprochement to reconcile differences. The most vindictive government for Dr. Adenuga remains the Olusegun Obasanjo regime, which even forced him to go into self exile. From various reports, Obasanjo wanted him (Dr. Adenuga) to implicate General Babangida and lie to the Economic and Financial Crimes Commission (EFCC) that the General owns Globacom. ‘Once you confirm that to Nuhu, everything will be fine’, he was instructed. At that time, Nuhu Ribadu was the Chairman of EFCC. Adenuga couldn’t understand why anyone would want him to lie against himself over his own business. Adenuga refused. He was hounded out of town and the rest is now history. For General Babangida, that was a commendable act of courage by Adenuga for refusing to accede to a trumped-up charge to implicate him (Babangida), ruin his reputation and then possibly give his traducers the weapon they need to prosecute him.
HIS LOVE FOR SOYINKA, MAITAMA SULE, OJUKWU
Dr. Adenuga is a master strategist. When he launched Globacom, he chose Glo with Pride as the payoff line. It was a rallying call to the entire nation to be proud of our heritage and accomplishments. To ingrain the brand in the heart of fellow countrymen as a national hero to treasure, he sought out the support of Nobel laureate, Professor Wole Soyinka; one of Nigeria’s finest diplomats, Alhaji Yusuf Maitama Sule, and the Ikemba Nnewi, Dim Emeka Odumegwu Ojukwu. They all had one thing in common. They were elder statesmen who were respected vastly in their spheres of influence. After some convincing, they agreed to do it to support a young man who was making the nation proud. Professor Soyinka was a tough nut to crack. He made it categorically clear that he wouldn’t do brand endorsements. Dr. Adenuga counted on the poet’s closest allies such as Dr. Yemi Ogunbiyi to convince him to support the vision on the condition that his (Professor Soyinka’s) message would not be used for product endorsements. When the messages were launched on national television, they became an instant hit across the country. As the first fully owned Nigerian telecommunication brand to be launched after two foreign brands in the same category had enjoyed a two-year head start, Globacom needed such a tremendous intervention to stand a chance. It complemented the Per-Second Billing narrative and propelled Globacom to become the darling of the nation.
LET THE CELEBRATIONS BEGIN
To all fond admirers of Dr. Adenuga worldwide, it is an extraordinary moment of inestimable joy to see an icon of this magnitude clock the ripe age of 70 on April 29, 2023. This is not the moment to nit-pick about his life or start documenting his shortcomings. This is a period to soak ourselves in unadulterated joy as we commemorate an exceptional national asset, father, husband, uncle, mentor, visionary, philosopher and juggernaut. Wherever you are on April 29, please fill your glass and let us toast to the good health and longer life of this incredible achiever who holds the highest national honour of three major countries, including the Grand Commander of the Order of the Niger (GCON) in Nigeria, Companion of the Star of Ghana and Commander of the Legion of Honour in France.
Opeseitan is a social commentator, consultant and global business developer.
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Opinion
A Holistic Framework for Addressing Leadership Deficiencies in Nigeria, Others
Published
20 hours agoon
February 6, 2026By
Eric
By Tolulope A. Adegoke PhD
“Effective leadership is not a singular attribute but a systemic outcome. It is forged by institutions stronger than individuals, upheld by accountability with enforceable consequences, and sustained by a society that demands integrity as the non-negotiable price of power. The path to renewal—from national to global—requires us to architect systems that make ethical and competent leadership not an exception, but an inevitable product of the structure itself” – Tolulope A. Adegoke, PhD
Introduction: Understanding the Leadership Deficit
Leadership deficiencies in the modern era represent a critical impediment to sustainable development, social cohesion, and global stability. These shortcomings—characterized by eroded public trust, systemic corruption, short-term policymaking, and a lack of inclusive vision—are not isolated failures but symptoms of deeper structural and ethical flaws within governance systems. Crafting effective solutions requires a clear-eyed, unbiased analysis that moves beyond regional stereotypes to address universal challenges while respecting specific contextual realities. This document presents a comprehensive, actionable framework designed to rebuild effective leadership at the national, continental, and global levels, adhering strictly to principles of meritocracy, accountability, and transparency.
I. Foundational Pillars for Systemic Reform
Any lasting solution must be built upon a bedrock of core principles. These pillars are universal prerequisites for ethical and effective governance.
1. Institutional Integrity Over Personality: Systems must be stronger than individuals. Governance should rely on robust, transparent, and rules-based institutions that function predictably regardless of incumbents, thereby minimizing personal discretion and its attendant risks of abuse.
2. Uncompromising Accountability with Enforceable Sanctions: Accountability cannot be theoretical. It requires independent oversight bodies with real investigative and prosecutorial powers, a judiciary insulated from political interference, and clear consequences for misconduct, including loss of position and legal prosecution.
3. Meritocracy as the Primary Selection Criterion: Leadership selection must transition from patronage, nepotism, and identity politics to demonstrable competence, proven performance, and relevant expertise. This necessitates transparent recruitment and promotion processes based on objective criteria.
4. Participatory and Deliberative Governance: Effective leaders leverage the collective intelligence of their populace. This demands institutionalized channels for continuous citizen engagement—beyond periodic elections—such as citizen assemblies, participatory budgeting, and formal consultation processes with civil society.
II. Context-Specific Strategies and Interventions
A. For Nigeria: Catalyzing National Rebirth Through Institutional Reconstruction
Nigeria’s path requires a dual focus: dismantling obstructive legacies while constructing resilient, citizen-centric institutions.
· Constitutional and Electoral Overhaul: Reform must address foundational structures. This includes a credible review of the federal system to optimize the balance of power, the introduction of enforceable campaign finance laws to limit monetized politics, and the implementation of fully electronic, transparent electoral processes with real-time result transmission audited by civil society. Strengthening the independence of key bodies like INEC, the judiciary, and anti-corruption agencies through sustainable funding and insulated appointments is non-negotiable.
· Genuine Fiscal Federalism and Subnational Empowerment: The current over-centralization stifles innovation. Empowering states and local governments with greater fiscal autonomy and responsibility for service delivery would foster healthy competition, allow policy experimentation tailored to local contexts, and reduce the intense, often violent, competition for federal resources.
· Holistic Security Sector Reform: Addressing insecurity requires more than hardware. A comprehensive strategy must include community-policing models, merit-based reform of promotion structures, significant investment in intelligence capabilities, and, crucially, parallel programs to address the root causes: youth unemployment, economic inequality, and environmental degradation.
· Investing in the Civic Infrastructure: A functioning democracy requires an informed and engaged citizenry. This mandates a national, non-partisan civic education curriculum and robust support for a free, responsible, and financially sustainable press. Protecting journalists and whistleblowers is essential for maintaining transparency.
B. For Africa: Leveraging Continental Solidarity for Governance Enhancement
Africa’s prospects are tied to its ability to act collectively, using regional and continental frameworks to elevate governance standards.
· Operationalizing the African Governance Architecture: The African Union’s mechanisms, particularly the African Peer Review Mechanism (APRM), must transition from voluntary review to a system with meaningful incentives and consequences. Compliance with APRM recommendations could be linked to preferential access to continental infrastructure funding or trade benefits under the AfCFTA.
· The African Continental Free Trade Area (AfCFTA) as a Governance Catalyst: Beyond economics, the AfCFTA can drive better governance. By creating powerful cross-border commercial interests, it builds domestic constituencies that demand policy predictability, dispute resolution mechanisms, and regulatory transparency—all hallmarks of sound leadership.
· Pan-African Human Capital Development: Strategic investment in continental human capital is paramount. This includes expanding regional centers of excellence in STEM and public administration, fostering academic and professional mobility, and deliberately cultivating a new generation of technocrats and leaders through programs like the African Leadership University.
· Consistent Application of Democratic Norms: Regional Economic Communities (RECs) must enforce their own democratic charters uniformly. This requires establishing clear, automatic protocols for responding to unconstitutional changes of government, including graduated sanctions, rather than ad-hoc diplomatic responses influenced by political alliances.
C. For the Global System: Rebuilding Equitable and Effective Multilateralism
Global leadership crises often stem from outdated international structures that lack legitimacy and enforceability.
· Reforming Archaic Multilateral Institutions: The reform of the United Nations Security Council to reflect 21st-century geopolitical realities is essential for its legitimacy. Similarly, the governance structures of the International Monetary Fund and World Bank must be updated to give emerging economies a greater voice in decision-making.
· Combating Transnational Corruption and Illicit Finance: Leadership deficiencies are often funded from abroad. A binding international legal framework is needed to enhance financial transparency, harmonize anti-money laundering laws, and expedite the repatriation of stolen assets. This requires wealthy nations to rigorously police their own financial centers and professional enablers.
· Fostering Climate Justice and Leadership: Effective global climate action demands leadership rooted in equity. Developed nations must fulfill and be held accountable for commitments on climate finance, technology transfer, and adaptation support. Leadership here means honoring historical responsibilities.
· Establishing Norms for the Digital Age: The technological frontier requires new governance. A global digital compact is needed to establish norms against cyber-attacks on civilian infrastructure, the use of surveillance for political repression, and the cross-border spread of algorithmic disinformation that undermines democratic processes.
III. Universal Enablers for Transformative Leadership
Certain interventions are universally applicable and critical for cultivating a new leadership ethos across all contexts.
· Strategic Leadership Development Pipelines: Nations and institutions should invest in non-partisan, advanced leadership academies. These would equip promising individuals from diverse sectors with skills in ethical decision-making, complex systems management, strategic foresight, and collaborative governance, creating a reservoir of prepared talent.
· Redefining Success Metrics: Moving beyond Gross Domestic Product (GDP) as the primary scorecard, governments should adopt and be assessed on holistic indices that measure human development, environmental sustainability, inequality gaps, and citizen satisfaction. International incentives, like preferential financing, could be aligned with performance on these multidimensional metrics.
· Creating a Protective Ecosystem for Accountability: Robust, legally enforced protections for whistleblowers, investigative journalists, and anti-corruption officials are fundamental. This may include secure reporting channels, legal aid, and, where necessary, international relocation support for those under threat.
· Harnessing Technology for Inclusive Governance: Digital tools should be leveraged to deepen democracy. This includes secure platforms for citizen feedback on legislation, open-data portals for public spending, and digital civic assemblies that allow for informed deliberation on key national issues, complementing representative institutions.
Conclusion: The Collective Imperative for Renewal
Addressing leadership deficiencies is not a passive exercise but an active, continuous project of societal commitment. It requires the deliberate construction of systems that incentivize integrity and penalize malfeasance. For Nigeria, it is the arduous task of rebuilding a social contract through impartial institutions. For Africa, it is the strategic use of collective action to elevate governance standards continent-wide. For the world, it is the courageous redesign of international systems to foster genuine cooperation and justice. Ultimately, the quality of leadership is a direct reflection of the standards a society upholds and enforces. By implementing this multilayered framework—demanding accountability, rewarding merit, and empowering citizens—a new paradigm of leadership can emerge, transforming it from a recurrent source of crisis into the most reliable engine for human progress and shared prosperity.
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.com, globalstageimpacts@gmail.com
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Opinion
Tali Shani vs Mike Ozekhome: How a Legal Mole-Hill Was Turned into a Mountain
Published
21 hours agoon
February 6, 2026By
Eric
By Abubakar D. Sani, Esq
INTRODUCTION
News of the decision of a British Tribunal in respect of a property situate in London, the UK’s capital, whose ownership was disputed has gained much publicity since it was delivered in the second week of September 2025. For legal reasons, the charges brought against prominent lawyer, Chief Mike Ozekhome, SAN, based on same is the most that can be said of it as no arraignment was made before Hon. Justice Kekemeke of the High court of the FCT, Abuja, sitting in Maitama.
Accordingly, this intervention will be limited to interrogating the common, but false belief (even in legal circles), that the Tribunal somehow indicted him with conclusive ‘guilt’. I intend to argue that this belief is not correct; and that, on the contrary, nothing could be further from the truth. For the sake of context, therefore, it is necessary to refer to relevant portions of the decision of Judge Paton (the name of the Tribunal’s presiding officer), which completely exonerated Chief Ozekhome, but which his detractors have always conveniently suppressed.
WHAT DID THE TRIBUNAL SAY?
Not a few naysayers, smart-alecs, emergency analysts and self-appointed pundits have been quick to latch on to some passages in the judgement of the Tribunal which disagreed with Ozekhome’s testimony to justify their crucifixion of Chief Ozekhome – even without hearing his side of the story or his version of events. This is a pity, of course, especially for the supposedly learned senior lawyers among them who, by ignoring the age-old principle of fair hearing famously captured as audi alterem partem (hear the other side) have unwittingly betrayed patent bias, malice, malevolence and utter lack of bona fides as the major, if not exclusive, motivator of their view-points and opinions. I have particularly watched about five of such senior lawyers shop from one platform to another, with malicious analysis to achieve nothing, but reputational damage. They know themselves.
Before proceeding to those portions, it is important to acknowledge that the Tribunal conducted a review of the evidence placed before it. The proceedings afforded all parties the opportunity to present their respective cases. The learned Judge carefully evaluated the testimonies, documentary exhibits and surrounding circumstances and rendered a reasoned decision based on the materials before the Tribunal.
It is also not in doubt that the Tribunal made certain critical observations in the course of assessing the credibility of the witnesses and the plausibility of their explanations. Such evaluative comments are a normal and inevitable feature of judicial fact-finding, particularly in property tribunals in contested proceedings involving complex transactions and disputed narratives. They do not amount to indictment.
It is precisely the improper isolation and mischaracterization of some of these observations that have given rise to the present misconception that the Tribunal somehow pronounced a verdict of guilt on Chief Ozekhome. It is therefore necessary to place the relevant excerpts in their proper legal and factual context, so as to demonstrate how the self-same tribunal exonerated Ozekhome.
“Paragraph 98: Once one steps back from that material, and considers the Respondent’s own direct personal knowledge of relevant matters relating to this property, this only commences in 2019. That is, he confirmed, when he was first introduced to Mr. Tali Shani – he thought in about January of that year. He did not therefore know him in 1993, or at any time before January 2019. He could not therefore have any direct knowledge of the circumstances of the purchase of this property, or its management prior to 2019. He had, however, known the late General Useni for over 20 years prior to his death, as both his lawyer and friend.
“Paragraph 103: Such of the Respondent’s written evidence had been about the very recent management of the property, and in particular his dispute over its management (and collection of rents) with one Nicholas Ekhorutowen, who provided no evidence in this case. The Respondent confirmed in oral evidence that it was upon the execution of the powers of attorney that he came into possession of the various pre registration title and conveyancing documents which formed part of his disclosure. These had been handed over to him by the next witness who gave evidence, Mr. Akeem Johnson.
“Paragraph 168: Unlike the fictitious “Ms. Tali Shani”, a man going by the name of Mr. Tali Shani exists and gave evidence before me in that name. A certified copy of an official Nigerian passport was produced both to the Land Registry and this Tribunal, stating that Mr. Tali Shani was born on 2nd April 1973. I do not have the evidence, or any sufficient basis, to find that this document – unlike the various poor and pitiful forgeries on the side of the “Applicant” – is forged, and I do not do so.
“Paragraph 200: First, I find that General Useni, since he was in truth the sole legal and beneficial owner of this property (albeit registered in a false name), must in some way have been connected to this transfer, and to have directed it. He was clearly close to, and on good terms with, the Respondent. There is no question of this being some sort of attempt by the Respondent to steal the general’s property without his knowledge.
“Paragraph 201: As to precisely why General Useni chose to direct this transfer to the Respondent, I do not need to (and indeed cannot) make detailed findings. I consider that it is highly possible that it was in satisfaction of some debt or favour owed. The Respondent initially angrily denied the allegation (made in the various statements filed on behalf of the “Applicant”) that this was a form of repayment of a loan of 54 million Naira made during the general’s unsuccessful election campaign. In his oral evidence, both he and his son then appeared to accept that the general had owed the Respondent some money, but that it had been fully paid off. The general himself, when asked about this, said that he “did not know how much money he owed” the Respondent.
“Paragraph 202: I do not, however, need to find precisely whether (and if so, how much) money was owed. The transfer may have been made out of friendship and generosity, or in recognition of some other service or favour. The one finding I do make, however, is that it was the decision of General Useni to transfer the property to the Respondent.”
It must be emphasised that even where a court finds that a witness has given inconsistent, fluctuating, or implausible testimony, as some have latched on, such a finding does not, without more, translate into civil or criminal liability. At best, it affects the weight and credibility to be attached to such evidence. It does not constitute proof of fraud, conspiracy, or criminal intent. See MANU v. STATE (2025) LPELR-81120(CA) and IKENNE vs. THE STATE (2018) LPELR-44695 (SC)
Notwithstanding the Tribunal’s engagement with the evidence, certain passages had been selectively extracted and sensationalised by critics. On the ipssisima verba (precise wordings) of the Tribunal, only the above paragraphs which are always suppressed clearly stand out in support of Chief Ozekhome’s case, as the others were more like opinions.
Some paragraphs in the judgement in particular, appear to have been carefully selected as “weapons” in Chief Ozekhome’s enemies’ armoury, as they are most bandied about in the public space. The assumption appears to be that such findings are conclusive of his guilt in a civil property dispute. This is unfortunate, as the presumption of innocence is the bedrock of our adversarial criminal jurisprudence. It is a fundamental right guaranteed under section 36 of the Constitution and Article 7 of the African Charter which, regrettably, appear to have been more observed in the breach in his case.
More fundamentally, the selective reliance on few passages that disagreed with his evidence or testimony and that of Mr. Tali Shani, ignore the above wider and more decisive findings of the Tribunal itself. A holistic reading of the judgment reveals that the Tribunal was far more concerned with exposing an elaborate scheme of impersonation, forgery, and deception orchestrated in the name of a fictitious Applicant, Ms Tali Shani, and not Mr. Tali Shani (Ozekhome’s witness), who is a living human being. These findings, which have been largely ignored in public discourse, demonstrate that the gravamen of the Tribunal’s decision lay not in any indictment of Chief Ozekhome, but in the collapse of a fraudulent claim against him, which was founded on false identity and fabricated documents.
The Tribunal carefully distinguished a fake “Ms” Tali Shani (the Applicant), who said she was General Useni’s mistress and owner of the property, and the real owner, Mr Tali Shani, who was Chief Ozekhome’s witness before the Tribunal. It was the Tribunal’s finding that she was nothing but a phantom creation and therefore rejected her false claim to the property (par. 123). It also rejected the evidence of her so called cousin (Anakwe Obasi) and purported son (Ayodele Obasi) (par. 124).
The Tribunal further found that it was the Applicant and her cohorts that engaged in diverse fraud with documents such as a fraudulent witness statement purportedly from General Useni; all alleged identity documents; fabricated medical correspondence; the statement of case and witness statements; a fake death certificate; and a purported burial notice. (Paragraph 125). Why are these people not concerned with Barrister Mohammed Edewor, Nicholas Ekhoromtomwen, Ayodele Damola, and Anakwe Obasi? Why mob-lynching Chief Ozekhome?
The Tribunal found that the proceedings amounted to an abuse of process and a deliberate attempt to pervert the course of justice. It therefore struck out the Applicant’s claim (Paragraphs 130–165). The Tribunal significantly found that Mr Tali Shani exists as a human being and had testified before it in June, 2024. It accepted a certified Nigerian passport he produced, and accepted its authenticity and validity (Paragraph 168). Can any objective person hold that Ozekhome forged any passport as widely reported by his haters when the maker exists?
Having examined the factual findings of the Tribunal and their proper context, the next critical issue is the legal status and probative value of such findings. The central question, therefore, is whether the observations and conclusions of a foreign tribunal, made in the course of civil proceedings, are sufficient in law to establish civil or criminal liability against a person in subsequent proceedings.
STATUS OF JUDGEMENTS UNDER THE LAW
The relevant statutory provisions in Nigeria are sections 59, 60, 61, 173 and 174 of the Evidence Act 2011, provide as follows, respectively:
Section 59: “The existence of any judgment, order or decree which by law prevents any court from taking cognisance of a suit or holding a trial, is a relevant fact, evidence of which is admissible when the question is whether such court ought to take cognisance of such suit or to hold such trial”;
Section 60(I): “A final judgment, order or decree of a competent court, in the exercise of probate. Matrimonial, admiralty or insolvency jurisdiction, which confers upon or takes away from any person any legal character. or which declares any person to be entitled to any such character or to be entitled to any specific thing, not as against any specified person but absolutely, is admissible when the existence of any such legal character, or the title of any such legal persons to an) such thing, is relevant (2) Such judgment, order or decree is conclusive proof (a)that any legal character which it confers accrued at the time when such judgment, order or decree came into operation; (b) that any legal character. to which it declares any such person to be entitled. accrued to that person at the time when such judgment order or decree declares it to have accrued to that person; (c) that any legal character which it takes away from any such person ceased at the time from which such judgment, order or decree declared that it had ceased or should cease; and (d) that anything to which it declares any person to be so entitled was the property of that person at the time from which such judgment. order or decree declares that it had been or should be his property”;
Section 61: “Judgments, orders or decrees other than those mentioned in section 60 are admissible if they relate to matters of a public nature relevant to the inquiry; but such judgments, orders or decrees are not conclusive proof of that which they state”
Section 173: “Every judgment is conclusive proof, as against parties and privies. of facts directly in issue in the case, actually decided by the court. and appearing from the judgment itself to be the ground on which it was based; unless evidence was admitted in the action in which the judgment was delivered which is excluded in the action in which that judgment is intended to be proved”.;
Section 174(1): “If a judgment is not pleaded by way of estoppel it is as between parties and privies deemed to be a relevant fact, whenever any matter, which was or might have been decided in the action in which it was given, is in issue, or is deemed to be relevant to the issue in any subsequent proceeding”;
(2):”Such judgment is conclusive proof of the facts which it decides, or might have decided, if the party who gives evidence of it had no opportunity of pleading it as an estoppel”.
It can be seen that the decision of the Tribunal falls under the purview of section 61 of the Evidence Act, as the provisions of sections 59 and 60 and of sections 173 and 174 thereof, are clearly inapplicable to it. In other words, even though some Judge Paton’s findings in respect of Chief Ozekhome’s testimony at the Tribunal relate to matters of public nature (i.e., the provenance and status of No. 79 Randall Avenue, Neasden, London, U.K and the validity of his application for its transfer to him) none of those comments or even findings is in any way conclusive of whatever they may assert or state (to use the language of section 60 of the Evidence Act).
In this regard, see the case of DIKE V NZEKA (1986) 4 NWLR pt.34 pg. 144 @ 159 where the Supreme Court construed similar provisions in section 51 of the old Evidence Act, 1948. I agree with Tar Hon, SAN (S. T. Hon’s Law of Evidence in Nigeria, 3rd edition, page 1041) that the phrase ‘public nature’ in the provision is satisfied where the judgement is clearly one in rem as opposed to in personam. It is pertinent to say a few words about both concepts, as they differ widely in terms of scope. The former determines the legal status of property, a person, a particular subject matter, or object, against the whole world, and is binding on all persons, whether they were parties to the suit or not. See OGBORU V IBORI (2005) 13 NWLR pt. 942 pg. 319 @407-408 per I. T. Muhammed, JCA (as he then was).
This was amplified by the apex court in OGBORU V UDUAGHAN (2012) LLJR -SC, where it held, per Adekeye, JSC that: “A judgment in rem maybe defined as the judgment of a court of competent jurisdiction determining the status of a person or thing as distinct from the particular interest of a party to the litigation. Apart from the application of the term to persons, it must affect the “res” in the way of condemnation forfeiture, declaration, status or title”.
By contrast, “Judgments ‘in personam’ or ‘inter partes’, as the name suggests, are those which determine the rights of parties as between one another to or in the subject matter in dispute, whether it be corporeal property of any kind whatever or a liquidated or unliquidated demand but which do not affect the status of either things or persons or make any disposition of property or declare or determine any interest in it except as between the parties (to the litigation). See HOYSTEAD V TAXATION COMMISSIONERS (1926) A. C. 155. These include all judgments which are not judgments in rem. None of such judgments at all affects any interest which third parties may have in the subject matter. As judgment inter partes, though binding between the parties and their privies, they do not affect the rights of third parties. See CASTRIQUE V IMRIE 141 E. R. 1062; (1870) L. R. 4H. L. 414”.
Suffice it to say that the decision of the London Property Tribunal was, in substance, one affecting proprietary rights in rem, in the sense that it determined the status and registrability of the property in dispute. However, it did not determine any civil or criminal liability, nor did it pronounce on the personal culpability of any party. The implication of this is that, even though the decision was in respect of a matter of a public nature, it was, nonetheless, not conclusive as far as proof of the status of the property, or – more importantly – Chief Ozekhome’s role in relation to it. Indeed, the property involved was not held to have been traced to the owner (General Useni) as having ever tried or convicted for owning same. I submit that the foregoing is the best case scenario in terms of the value of Judge Paton’s said decision, because under section 62 of the Evidence Act, (depending, of course, on its construction), it will fare even worse, as it provides that judgments “other than those mentioned in sections 59. 60 and 61 are inadmissible unless the judgment, etc is a fact in issue or is admissible under some other provision of this or any other Act”.
CONCLUSION
Some people’s usual proclivity to rush to judgment and condemn unheard any person (especially a high profile figure like Chief Ozekhome), has exposed him to the worst kind of unfair pedestrian analysis, malice, mud-slinging and outright name-calling especially by those who, by virtue of their training, ought to know better, and, therefore, be more circumspect, restrained and guarded in their utterances. This is all the more so because, no court of competent jurisdiction has tried or pronounced him guilty. It is quite unfortunate how some select lawyers are baying for his blood.
The decision of the London Tribunal remains what it is: a civil determination on attempted transfer of a property based on the evidence before it. It is not, and cannot be, a substitute for civil or criminal adjudication by a competent court. The presumption of innocence under Nigerian laws remains inviolable. Any attempt by commentators to usurp that judicial function through premature verdicts is not only improper, but inimical to the fair administration of justice.
Related
Opinion
The Atiku Effect: Why Tinubu’s One-Party Dream Will Never Translate to Votes in 2027
Published
2 days agoon
February 5, 2026By
Eric
By Dr. Sani Sa’idu Baba
It is deeply disappointing if not troubling to watch a former governor like Donald Duke accuse Atiku Abubakar of contesting for the presidency “since 1992” without identifying a single provision of the 1999 Constitution of the Federal Republic of Nigeria that such ambition violates. Donald Duke was once widely regarded as one of the most intelligent and forward-thinking leaders of his generation, which makes it even more puzzling to understand what must have come over him to suddenly align with those throwing tantrums at others who are by far more competent, experienced, and eligible than themselves. While I acknowledge that Duke has recently moved to the ADC, the party that Atiku belongs to, Nigerians should not be distracted by his kind of rhetoric.
As former presidential candidate and ADC chieftain Chief Dele Momodu has repeatedly stated, “everyone is afraid of Atiku Abubakar,” particularly as the 2027 presidential election approaches. That fear, according to Momodu, explains the ongoing campaign of calumny against him. Donald Duke’s remarks therefore cannot be separated from this wider effort to diminish a man widely seen as the most formidable opposition figure in Nigeria today.
However, the issue of Donald Duke is not the central purpose of my message today. It is only incidental. The real purpose is to share what should be considered good news for Nigerians, the growing perception among ordinary citizens and the conversations happening daily at junctions, gatherings, markets, campuses, mosques, churches, and in the nooks and crannies of the country. The truth is that Nigerians are largely unbothered by the APC’s one-party state ambition. They are not impressed by forced defections or elite political gymnastics. What occupies their minds instead is the unrelenting presence of opposition, sustained hope, and the quiet but powerful confidence inspired by what has now become known as the “Atiku Effect”.
In my own opinion, which aligns with the thinking of many discerning Nigerians, no one in either the opposition or the ruling camps today appears healthier physically, mentally, socially and politically than Atiku Abubakar. Health is not determined by propaganda or ageism, but by function, resilience, and capacity. As we were taught in medical school, “healthspan, not lifespan, defines vitality,” and “physiological resilience is age-independent.” These principles make it clear that fitness, clarity of thought, stamina, cognitive and physiological reserve matter far more than the number of years lived. By every observable measure, Atiku remains fitter and more grounded than many who are younger but visibly exhausted by power.
It is no longer news that Nigeria is being pushed toward a one-party state through the coercion of opposition governors into the ruling APC. What is increasingly clear, however, is that this strategy reflects anxiety rather than strength. Nigerians understand that governors do not vote on behalf of the people, and defections do not automatically translate into electoral victory. This same script was played before, and history has shown that elite alignment cannot override popular sentiment. Just as it happened in 2015, decamping governors cannot save a sitting president when the people have already reached a conclusion.
This is where the Atiku Effect becomes decisive. Atiku Abubakar represents continuity of opposition, courage in the face of intimidation, and the refusal to surrender democratic space. His consistency reassures Nigerians that democracy is still alive and that power can still be questioned. This is precisely why Dele Momodu’s assertion that “everyone is afraid of Atiku Abubakar” resonates so strongly across the country. It is not fear of noise or recklessness, but fear of discipline, experience, and endurance.
Across Nigeria today, the ruling party is increasingly treated as the most unserious political party in the history of Nigeria, not because it lacks power, but because it lacks credibility. Nigerians know that hunger does not disappear because governors defect, inflation does not bow to propaganda, and hardship does not respond to political coercion. What they see instead is a widening gap between political theatrics and lived reality. In that gap stands Atiku Abubakar, a constant reminder that an alternative voice still exists and that the idea of a one-party state cannot survive where hope remains alive.
Let me say this unapologetically: the one-party project being pursued by the ruling party is dead on arrival. It is dead because Nigerians are politically conscious. It is dead because votes do not move with defections. And above all, it is dead because Atiku Abubakar remains standing, indefatigable, resilient, and central to the national conversation. As long as he continues to challenge bad governance and embody opposition, democracy in Nigeria will continue to breathe. And that, more than anything else, explains why so many are desperately trying and failing to stop him because Atiku Abubakar is a phenomenon and a force that cannot be stopped in 2027…
Dr. Sani Sa’idu Baba writes from Kano, and can be reached via drssbaba@yahoo.com
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