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Two Wheels, One City: my Life as a Glovo Rider in Abuja

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Glovo

The sun has only just risen when my phone’s alarm pierces the silence of my room in Abuja. It’s 7:00 a.m., the first of six alarms I’ve set: 7:10, 7:30, 8:00, 8:10, 8:30, to ensure I don’t sleep through my morning. I’m the kind of person who could sleep for 24 hours straight, especially when nestling in the quiet of my own space. But the rhythm of my life as a Glovo delivery rider demands otherwise. Time is money in this job, and time waits for no one. So I roll out of bed, shake off the grogginess, and prepare to claim my slot for the day: a 13-hour stretch from 10 a.m. to 11 p.m., during which I’ll drive through Abuja’s streets, delivering food and parcels to customers who place orders on the Glovo app.

My name is Christian Ogbu, and I’m a Lagosian by birth, though Abuja has been my home since late 2020. I spent my first two decades in Lagos. Like any man born to a low-income family, I had to quickly try my hand at informal trade. As an Igbo man, I took up an apprenticeship in a pharmacy. When that didn’t work out after four or five years, I returned to my father’s village in Nsukka, Enugu, where I hoped to recalibrate and find opportunities to settle. But that was short-lived. I’m not a village boy; I’m wired for movement, for the bustle of a city. So, towards the end of 2020, I left for Anambra State, where I chased work that never materialised. I didn’t want to return to Lagos, where I would have to rely on my mum. Instead, I left Anambra for Abuja, where an uncle offered me a place to stay. It was a chance to start over, to find my own “greener pasture”, as I told myself.

Abuja was unkind at first. I took a job as a security guard, arranged by my uncle, but the pay was meagre: hand-to-mouth, barely enough to keep me afloat. Frustration gnawed at me. I wasn’t raised to live in someone else’s shadow, least of all my mother’s, so I refused to return to Lagos. Instead, I struck out on my own, submitting CVs to companies, hoping for something better. My uncle’s refusal to support my job search, denying me his signature and his ID, left me feeling stranded. I was sleeping in someone’s house, but I had no one to lean on. I often took to the streets looking tattered and hungry in search of a job. That’s when I stumbled into dispatch work.

It was a chance encounter with a deliveryman that changed everything. I was hungry, looking rough, but too proud to beg for food. “I just want to work like you,” I told him. He took me to a restaurant called Ants in Mama, which, like many popular restaurants that were adjusting to pandemic restrictions, ran an in-house delivery fleet where they purchased motorcycles and placed drivers on salaries. This was where I got my first taste of food delivery.  I didn’t know Abuja then, so I relied on Google Maps to navigate, my phone guiding me through unfamiliar streets. That first job was a trial by fire. The roads were unforgiving, especially where untarred paths and potholes tested my resolve. One day, I spilled a drink in my delivery box, and while rushing to replace it, I crashed into a parked motorcycle. The accident cost me my pay; the company used it to repair the bike. I was sad, but I didn’t give up.

Another courier took pity on me, leading me to somewhere I was hired again. This time, I used the work to learn Abuja’s streets. I’m quick to pick up patterns, a skill honed in Lagos, where I mastered shortcuts that others overlooked. Within months, I knew Abuja like the back of my hand. I started applying to logistics companies and landed a job with a franchise under Speedaf. In my first month, I shattered their delivery record, completing 50 to 60 orders a day when the highest before me was 20. My hard work earned me respect, even if it came with loose ends. There were moments of temptation: demanding extra cash from customers, a practice I later learned was common among delivery riders. When a customer recorded me and reported it, I faced suspension, but my manager, recognising my potential, fought to keep me.

Then I heard about Glovo. It was 2022, and the platform was different: riders worked independently, not under franchises. This means that their earnings were not capped to a monthly salary; instead, one could earn as much as they worked. I scraped together my savings, bought my own motorcycle, and signed up. A mentor told me, “Focus on this work, and you’ll see your earnings.” So I did. I left the other side hustles behind. Glovo requires that drivers book slots to confirm they are available for delivery. If a driver booked a slot, he had to be committed to it. Punctuality became my creed. If I booked a slot, I was there, no excuses. Even when thieves broke into my house, stealing my phone, which was my most important work tool, and money, I didn’t quit. I worked my way back, bought new gear, and kept going.

From scraping by to earning almost a million monthly as a Glovo rider

Glovo’s structure suited me. Unlike franchises, where you’re bound by rigid protocols, Glovo gave me freedom. I could reject deliveries to unsafe areas, like parts of Jahi or Kuje, where rough roads or security risks made riding perilous. Franchises didn’t care about rider safety. If a customer ordered to a dangerous spot, you went or face penalties. I once narrowly escaped a pit while being chased by dogs at night. With Glovo, I could say no, cancel the order, and move on. This autonomy made all the difference. I knew Abuja’s boundaries: where Glovo operated, where it didn’t, and I thrived within them. The app’s clear addresses meant I rarely needed Google Maps; I’d glance at the location, pocket my phone, and ride.

My consistency paid off. Glovo set daily targets: 25 to 30 deliveries to earn a “quest” bonus, and I hit them religiously. Other platforms, like Chowdeck or Mano, cap their targets at 10 to 15 orders a day, I think, but Glovo pushed me. It wasn’t just about the money, though I earn between ₦800,000 and ₦900,000 a month, more than most salaried jobs. After expenses, ₦36,000 for fuel, ₦5,000 for oil changes every seven days, and about ₦7,000 daily for food, I earn enough to live well. But the real reward is the peace of mind, the sense of purpose. Glovo’s challenges became my own; if I fell short of 25 deliveries, it felt like failure. The next day, I’d push harder, determined to meet the mark.

The work is gruelling: 13 hours on the road, six days a week. I take Saturdays off now, a lesson learned after my eyes started twitching from stress and too much caffeine last year. I cut out energy drinks, relying on my own stamina and the occasional biscuit or mineral water to keep me going. Breakfast is a must, but lunch is a luxury; I might not eat until I’m home, late at night, with takeaway in hand. Abuja’s cold nights demand a jumper, something Glovo doesn’t provide, so I layer up to stay warm.

The job has its highs and lows. Customers shape the experience. Some are demanding, insisting I deliver to their doorstep in estates where bikes aren’t allowed, leaving my motorcycle vulnerable to theft or tampering. Others are a joy, especially when they are foreigners, as they are often more polite and appreciative than locals. For example, foreigners who live at high-end hotels, which do not allow couriers to drive in, are often ready to meet me at the gate. “White customers,” as I call them, often stand out for their courtesy, waiting at the gate, thanking me for my effort. Nigerian customers can be hit or miss: some warm, others dismissive, a few outright rude. I once climbed to the fifth floor to deliver to a customer in a wheelchair, moved by their courteous note on the app. The word ‘please’ seems so inconsequential, but it means a lot and can influence how we respond to additional requests of customers. Respect, I’ve learned, is reciprocal. When customers treat me with dignity, I go the extra mile.

Then there are the surveys Glovo sends out, asking about our satisfaction or experiences. They’re alien to many riders, unaccustomed to forms or feedback. But I use them to learn, sometimes Googling terms or asking AI for clarity. These small moments of education, interacting with customers, navigating the app, and engaging with the world, make the job more than just deliveries. It’s exposure, a window into lives I’d never otherwise encounter.

In June 2025, Glovo recognised my efforts. At their summit in Lagos, I was awarded for delivering over 14,000 orders since joining in 2022. They called me a “punctuality champion,” a nod to my unwavering commitment to my slots. It has been a great relationship so far. I do have some crucial improvements, particularly regarding deliveries to estates and hotels where motorcycles are restricted. It would be great if the company implements a clear policy or in-app note for customers in these areas, mandating a mutual understanding with riders for doorstep deliveries. This change would not only address rider safety concerns—reducing the risk of theft from parked bikes or food tampering—but also ensure riders aren’t unfairly blamed for issues outside their control, fostering a more respectful and efficient delivery experience for everyone.

This job has been transformative, but I do believe it is still a means to an end. In five years, I don’t see myself still working as an app-based courier. I want an adventure: maybe a business. I want to settle down, marry, and build something of my own. God has blessed me through this gig work, and I believe He’ll keep opening doors.

For now, though, I’m content. Abuja is in my hands, its streets etched into my memory. And as long as I’m on my bike using Glovo to connect to customers, I’m not just delivering food; I’m delivering myself to a future I’m still building.

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Canal+ to Discontinue MultiChoice Streaming Service Showmax

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Showmax

By Adedapo Adesanya

Canal+, which now owns MultiChoice, a pay-TV firm, has announced its decision to discontinue the streaming service, Showmax.

The company said the Showmax board has made the decision to discontinue the service in the near future.

“This decision reflects our focus on strengthening our overall digital offering and ensuring long-term sustainability in an increasingly competitive streaming environment.

“Importantly, at the moment, there will be no interruption to your current service. You can continue streaming as usual, and no action is required from you at this time,” it said.

It added that it will share further details in the future, including timelines and any future steps, should they be required.

MultiChoice launched Showmax across Africa 10 years ago in August 2015 to compete with the advent of streamers like Netflix, Apple TV, Amazon’s Prime Video, Disney+ and others, which all became available on the continent and started biting into MultiChoice’s legacy pay-TV subscriber base on DStv and GOtv.

However, it soon faced some challenges and couldn’t hit its target.

In February 2024, MultiChoice, in partnership with Comcast’s NBCUniversal, relaunched Showmax, utilising the technology behind the Peacock streaming service.

The investment, which was pegged at over $300 million, still did not bear the expected fruit, with other streaming giants seeing growth over the years.

With Canal+’s takeover and its aggressive cost-cutting moves, it was no doubt that Showmax got the axe.

Regardless, it said, “Streaming remains central to our strategy. We will continue to invest in premium content, technology innovation and partnerships to deliver the best possible entertainment experience to our customers.”

Canal+ is looking to cut a combined €400 million by 2030, which will affect content.

NBCUniversal has a 30 per cent stake in Showmax as a joint venture. In its last annual results before the Canal+ takeover, MultiChoice revealed that Showmax’s trading losses had worsened by 88 per cent while revenue significantly declined.

According to the company, “The decision to axe Showmax was made by the Showmax board and reflects the continued focus of MultiChoice, a Canal+ company, on financial discipline and investment optimisation, in an increasingly competitive and capital-intensive global streaming environment.”

Since Canal+, as part of its agreement to take over MultiChoice, isn’t allowed to get rid of any staff for a period of three years, MultiChoice won’t let any Showmax staff go but will reassign them to other positions within the broader company.

MultiChoice has already started to quietly rebrand Showmax Originals as Africa Magic, M-Net, kykNET and Mzansi Magic Originals, with original series that will transition to these various DStv linear TV channels on the MultiChoice pay-TV platform.

Showmax’s closure comes two years after Amazon MGM Studios shocked Nigeria and South Africa’s creative community in January 2024 when it announced that it would stop commissioning any new local original content in Africa, and also ended already-existing development deals with a dozen production companies.

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Hypo Bleach Not for Drinking, But to Whiten Your White Fabric—Marketing Manager

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hypo bleach brand

By Modupe Gbadeyanka

The Marketing Manager of a leading bleach brand in Nigeria, Hypo Bleach, Mr Adebayo Adeyemo, has condemned the presentation of the brand as a beverage for trends, jokes, or views by influencers and bloggers.

In a statement, Mr Adeyemo said Hypo Bleach was formulated to “remove stains, whiten your white fabric, deodorise and kill 99.9 per cent of germs” and not produced as a “drink.”

“We have observed people seeming to have fun creating and sharing videos and AI-generated images designed to make Hypo look like a beverage.

“Your health and safety are serious business. We want to be unambiguous: those images are fabricated, that framing is false, and anyone encouraging others to consume Hypo, even as a joke, even for views, is putting lives at risk. It is not something to consume for the sake of trends,” the Marketing Manager stated.

He further said, “To every influencer, blogger, and content creator. Your reach is real; so is your responsibility. A trend that ends in ill-health is not a trend worth starting.”

“To every young Nigerian seeing this content, you do not have to prove anything to anyone. Not online. Not offline. Not ever. If someone is pressuring you to try this, that is not a dare. That is harm.

|If you or someone you know is struggling emotionally or feeling pressure they cannot handle, please reach out to someone you trust.

A guardian. A counsellor. A healthcare professional. Asking for help is not a weakness; it is a strength.

“Also, we urge people to prioritise their mental health. Evaluate the quality of your conversations with people. Should you notice inconsistencies in their thinking, encourage them to seek professional help. Depression is real and should be treated with utmost concern. Let’s keep social media fun, but safe,” Mr Adeyemo added.

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CMC Connect Plans Conference on AI in Reputational Risk Management

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cmc connect

By Dipo Olowookere

A conference designed to examine how Artificial Intelligence (AI) is fundamentally reshaping crisis communication, institutional response systems, governance frameworks, and reputational risk management is slated to take place on Wednesday, March 25, 2026, in Lagos, at 10 am.

The event, planned by a renowned Public Relations (PR) firm, CMC Connect LLP, is themed Crisis Management in the AI Milieu: New Threats, Smarter Responses.

It is an offshoot of the company’s flagship industry initiative, Crisis Management Advocacy Month, scheduled to be held throughout March 2026.

The Minister of Communications, Innovation and Digital Economy, Mr Bosun Tijani, is expected to deliver the keynote address, while the Minister of Information and National Orientation, Mr Mohammed Idris Malagi, is the Special Guest of Honour.

Earlier in the month, the Vice President for Corporate Communications and CSR at Airtel Africa, Mr Emeka Oparah, will headline a closed-door media workshop convened exclusively for senior media executives in Lagos.

The 2026 edition will also feature strategic collaborations with the Nigerian Institute of Public Relations (NIPR) through its Monthly PR Clinics in both the Lagos and Abuja Chapters, where the Senior Corporate Communications Analyst at CMC Connect LLP, Ms Affiong Edet, will deliver a thematic presentation aligned with this year’s focus.

The initiative will also partner with the Nigerian Bar Association Section on Legal Practice through its weekly webinar series to interrogate the intersection of AI, Crisis Management, and the Law.

“Artificial Intelligence has fundamentally altered the crisis landscape. Crisis Management Advocacy Month 2026 is intentionally designed to convene cross-sector leaders to interrogate emerging risks, strengthen institutional preparedness, and promote smarter, ethical response architectures in an AI-driven environment,” the Project Coordinator, Ms Bright Emmanuel Okon, commented.

Also, the Lead Partner of CMC Connect LLP, Mr Yomi Badejo-Okunsanya, said, “In today’s digital ecosystem, crises evolve at unprecedented speed. Institutions must move beyond reactive communication toward intelligent crisis architecture. Crisis Management Advocacy Month represents our commitment to advancing national and institutional resilience in the age of AI.”

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