Feature/OPED
Japa Ideology, Molue, Civilisation and Traveling Abroad for Africans
By Nneka Okumazie
In the history of transportation in Nigeria’s Lagos, there was a Mercedes Benz-911 tractor front converted to a bus used for public transportation called Molue where overloading was common, standing and people clung to the edges, with some of the old buses tilting to the side.
The buses are no longer in use, but in recent videos showing the city, there are red and white buses, separate from the government’s blue-coloured public buses, where there is also often overloading, standings, and some of the buses are tilted sideways.
One era to another, different buses, similar ideology, with nothing done to transform it for years. This means that nothing has changed because what changes is not the object but the thing that runs the object.
A home is to the taste or desire of the occupant, some are painted differently or arranged differently, but it is not often the function of the house, but what runs it. There could be constraints for some choices, but ideology leads whichever way.
There are lots of Africans desirous of leaving the continent, and some of the countries have special names for it. In some situations, it could make sense to leave a bad place for a better place, but to use this as a dominant ideology is erroneous.
Africa may have frustrated some people, but whatever is wrong with Africa is a result of any individual African and the people they like, not the people they know. There is usually this throwaway of responsibility that the continent is bad because of government or foreigners, yes, in some cases, but in general, there is no adult African in Africa who does not have a share of the wrong of the place.
There is responsibility with whatever anyone has or does as an African adult that, if handled better, has a way to prevent deterioration. But people don’t often see what is wrong with what they do or with those they like. It has to be others, so they have to leave the place when they still carry that attitude that does not accept responsibility, and they are guided by the ideology to go somewhere for mostly self-interest, or loyalty for what to gain, or bias for status like others.
Some say their place will never become like other places, but they forget that building is not just the problem; it is maintenance, the character and quality of a people to maintain what they have, correct and build better.
As evil and forceful as slavery was, carried out by foreigners, there were elders and leaders that were excited by things they benefitted for themselves and those they liked, making what could have led to aspects of reforms, technology transfer, or industrial revolution annexation, by collective bargain or negotiations, never fruitful.
There are often situations where many Africans have elevated self-interest over a common interest, subtracting the responsibility of that from the problems their places face. Some African countries are worse, requiring that some leave, but there are people there with responsibilities that could make a difference, but they do nothing.
Some often say they have to travel to possibly have a better future for their children. Most children of recently migrating Africans to new places would do fine, but at an average level, very few would excel at a very high level in the future, but not necessarily for obvious reasons at present. However, a few too would do very badly, doing things their families would never approve of, causing pain and hurt to them and that place.
There are adults too who have left who would get in situations where what they have to do to get themselves out would be things they never believed they could ever do and would not be able to tell anyone, though they would be fine with hypocrisy to judge others, for whatever reasons, continuously.
There are those who think what it means to be better is to have more material things when they have weak values and character. They mend and bend along the self-interest bias of whatever others are doing. They would do whatever it takes to buy things that knowledge built, even as others build new knowledge to build new things they would want to keep buying, remaining in that loop.
In some African countries, people often complain that some tribes have more national political power than others or that they stay in power and are responsible for the decline of the country, maybe or not so. The measure of the excellence of a people is not what they do in other places or positions, it is what they have done for themselves, as a people, at home.
There are tribes where that have power, but their region or home is where they cannot go back to stay. They may exercise power, or what some would call cleverness, elsewhere, but what it means to transform their place is beyond their capability. Those in position also, in their place, have nothing also to offer, so their place is backward and static. They may do well where there seems to be a path, but to create one in their place, they cannot.
This is similar to some foreigners from all over the place in other countries who rise to positions and prominence, the measure of their excellence is not what they do where there is also ready a path, but what they have done for themselves back home, as a people, or how their place is getting transformed, more quickly.
Those back home cannot, those elsewhere cannot, they may seem different, but not that better according to what drives them.
Some people went to other places hundreds of years ago, in expedition and exploration, to find what is elsewhere; they sometimes got into battles, some died, they faced diseases, cold, storms, wrecks, deprivation, etc. Though some of the histories of what they later did were not great, they at least went from their places, say average, better or just ok, to the unknown, which is part of how they dominated and continue to.
There are several Africans who have left for many years, and no one knows them except their family. What it should really mean back home for how they have advanced, to benefit and in responsibility of that edge, is nothing. They may send money to build or do things in the place they left, but for the most part, it makes no difference.
This does not mean there are those who have not excelled because they left or there are those who have not done great, there are many. However, the ideology of leaving as the only possible way to excel is itself a weak value and quality action.
The African who has left and who is leaving should ask, what would this leaving mean to the collective development of the place if people look back in years to come? If the question is too stupid to ask one’s self or to consider, then maybe the same reason some go into government to benefit and loot, for comfort could find a loose parallel with their objective.
[Ezekiel 16:22, And in all thine abominations and thy whoredoms thou hast not remembered the days of thy youth when thou wast naked and bare, and wast polluted in thy blood.]
Feature/OPED
From Struggle to Stability: How FinTech is Helping Nigerian SMEs Overcome Cash Flow Challenges
When Mrs Agbaje started her school in Ibadan twelve years ago, she didn’t envision a tech-enabled future. Her dream was simple—provide affordable, quality education to children in her community. For the most part, she made it work. But as the school grew, a new challenge took root. It wasn’t infrastructure. It wasn’t teacher retention. It was something far more basic: getting paid.
Each new term brings the same pattern. Parents promise to pay fees “by next week.” Some follow through. Many don’t. As the term wears on, Mrs Agbaje finds herself juggling spreadsheets, reminder texts, and awkward conversations in car parks or at school gates. Meanwhile, salaries must be paid, books restocked, diesel bought. More often than not, she dips into personal savings to keep things running.
Her story is common across Nigeria. Small businesses—whether they’re schools, salons, logistics firms, or cooperative groups—are constantly navigating the emotional and financial toll of delayed payments. And it’s not just a matter of inconvenience. A recent study by MacTay Consulting found that Nigerian SMEs wait between 60 to 120 days on average to receive payment for services or products already delivered. That kind of delay is more than a hiccup. It threatens livelihoods. It blocks growth. It’s a silent killer.
For Chuks, who runs a car hire service in Enugu, the issue is tied to his bigger corporate clients. They insist on “net 30” or “net 60” terms—industry-speak for “we’ll pay you in a month or two.” That might be manageable for a large fleet with strong cash reserves, but for someone like Chuks, every week matters. With fuel prices rising and maintenance bills stacking up, he’s often forced to park cars because he doesn’t have the cash to fix them—even when work is lined up.
What links these stories is the reality that small businesses operate in a system where money is constantly in motion but rarely on time. Customers often mean well, but their own financial instability creates a domino effect. And the existing tools to manage payments—handwritten ledgers, POS machines, WhatsApp reminders—were never designed for structure. They’re patched solutions to a systemic problem.
Even digital banking, for all its advancement in Nigeria, hasn’t solved this issue. Many SMEs still operate informally, managing finances through personal bank accounts or apps not tailored to business needs. The result is a messy web of follow-ups, reconciliations, and emotional strain. Business owners become debt collectors, chasing down what they’ve already earned, time and time again.
What’s often missed in conversations about entrepreneurship is just how deeply this problem cuts. Payment delays mean rent can’t be paid on time. It means holding off on hiring a new staff member, or letting go of a part-time assistant. It means saying no to growth opportunities, not because they’re not viable, but because the cash flow isn’t predictable enough to take the risk.
And when you zoom out, the implications are national. Small businesses make up over 90% of enterprises in Nigeria. They contribute nearly half of the country’s GDP and employ a significant portion of the workforce. Yet, their greatest enemy isn’t market competition—it’s irregular income. This is a structural inefficiency that deserves far more attention than it gets.
Slowly, however, change is beginning to show. A quiet revolution is underway—one where technology is stepping in not as a trend, but as a tool for financial stability. More SMEs are beginning to explore digital solutions that streamline payments and reduce friction between businesses and customers.
Among these solutions is PaywithAccount, a new tool launched by Nigerian fintech company OnePipe. Designed specifically for businesses with recurring payments—schools, cooperatives, service providers—it allows them to automate collections directly from customers’ bank accounts. With full consent and transparency, payments can be scheduled, reducing the need for repeated follow-ups or awkward reminders.
For Mrs Agbaje, this has made a significant difference. Parents receive structured payment plans, reminders go out automatically, and debits happen based on prior agreement. She now spends less time tracking who has paid and more time planning curriculum upgrades and engaging with teachers.
The benefit isn’t just financial—it’s emotional. When business owners don’t have to chase payments, they gain time, clarity, and confidence. They can plan ahead, restock inventory, or finally invest in that expansion they’ve put off for years. And for customers, the experience feels more professional, more trustworthy. Everyone wins.
Technology won’t solve every problem for Nigerian SMEs. But smart, well-designed financial tools are starting to remove some of the biggest roadblocks—quietly and effectively. And that’s the point. The best systems aren’t flashy. They work in the background, reducing stress, restoring dignity, and enabling business owners to focus on what truly matters.
For Ope Adeoye, founder of OnePipe, the issue is personal. “Every Nigerian knows someone who runs a business—a cousin, a friend, a neighbour. When they suffer from late payments, it affects whole families and communities. Fixing this isn’t just a business goal—it’s a social one.”
In a country as dynamic and entrepreneurial as Nigeria, the challenge is rarely about lack of ideas. It’s about systems that help those ideas survive. And one of the most overlooked systems is the way money flows—or fails to.
As more SMEs embrace tools that put payment on autopilot, a future of stability—rather than constant survival—starts to feel possible. And in a nation powered by small businesses, that kind of shift could move mountains.
By Olubunmi Aina
Many experts have highlighted the growing impact of Artificial Intelligence (AI) across the financial industry, and I would like to share my perspective on a key functional area that typically drives business growth and profitability— sales and business development professionals and how AI is impacting their work.
Sales and business development professionals are often regarded as the engine room of an organization, thanks to their eye for business opportunities, ideation and conceptualization, market engagement and penetration expertise.
AI is enabling sales and business development professionals to automate tasks, take meeting notes, analyze data, and personalize customer experiences, all of which are embedded within CRM (Customer Relationship Management) systems. A CRM with an AI tool is what forward-thinking businesses are leveraging to manage leads, customer data, customer interactions, notify and remind professionals to take action when due, drive growth and profitability.
This is why it is crucial for these professionals to invest heavily in AI knowledge to remain globally competitive. This can be achieved through self-study, attending industry events, or consulting with leading technology companies that have embraced AI, such as Interswitch Group, AI In Nigeria, and Revwit.
Most importantly, to maximize the potential of AI, sales and business development professionals must pay close attention to customer interactions. and ensure they collect high-quality data. Feeding the data repository or CRM Systems with valuable insights and data from real customer engagement is key to getting AI to produce near accurate insight for effective results.
AI will continue to be a key driver of business growth and decision-making in the years ahead. If you are yet to embrace it, now is the time. Keep learning!
Olubunmi Aina is the Vice President, Sales and Account Management at Interswitch Group
Motherhood in Nigeria is a dynamic force fueled by strength, resilience, and unwavering love. As Mother’s Day approaches, we celebrate the women who carry the weight of their families and communities, often while nurturing their dreams. From bustling market traders to ambitious entrepreneurs, Nigerian mothers are a force to be reckoned with.
However, the reality is that balancing these roles can be incredibly challenging. The daily hustle, coupled with the rising cost of living, often leaves little time or resources for personal aspirations. This is where the digital marketplace and platforms like Temu are beginning to play a significant role, not just in Nigeria but globally.
For Stephanie, a Nigerian hair and beauty influencer navigating the demands of work and motherhood, the ease of online shopping became invaluable. She discovered that purchasing baby necessities, like baby high chairs from Temu, from the comfort of her home significantly simplified her life, granting her more time to dedicate to her family and professional pursuits.
Beyond convenience, digital platforms are also fueling entrepreneurial success for women. Caterina Tarantola, a mother of three, achieved the remarkable feat of opening her translation and interpretation office in just 15 days. Her secret weapon was also Temu. Initially skeptical of online shopping, she found it to be a personal advisor, providing everything from office furniture to decor, delivered swiftly and affordably. This kind of direct access is precisely what can empower many Nigerian mothers who strive to maximise their resources and time.
Similarly, Lourdes Betancourt, who left Venezuela to start a new life in Berlin, turned to Temu when launching her hair salon. By sourcing essential supplies directly from manufacturers, she avoided costly markups and secured the tools she needed to turn her vision into reality.
Since Temu entered the Nigerian market last November, more Nigerian mothers have embraced the platform to access quality, affordable products. By shopping online instead of spending hours at physical markets, they can reclaim valuable time for their businesses, families, and personal growth.
This shift reflects a global trend as consumers worldwide seek convenience and affordability. In response, Temu has rapidly grown into one of the most visited e-commerce sites and was recognized as a top Apple-recommended app of 2024.
The digital marketplace, while still developing in a place like Nigeria, presents a significant opportunity for empowerment. The progress made thus far highlights the tremendous potential for positive impact.
This Mother’s Day, we celebrate Nigerian mothers’ strength and adaptability. Like Stephanie, Caterina, and Lourdes, they are turning challenges into opportunities—building brighter futures for themselves and their families with the support of innovative online platforms like Temu.
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