July 24, 2025 was a day of triumph, gratitude, and deep reflection as Dr. Bisi Oni walked across the stage to receive his doctoral hood during the 14th Doctoral Hooding Ceremony at Babcock University, Ilishan-Remo, Ogun State. But this was more than a personal milestone — it was the celebration of perseverance, purpose, and the power of vision.

At 61, many slow down. But for Dr. Oni, highly respected finance executive, motivational voice, and leader at FrontQuest opens up on purpose, pain, and pressing forward

In this exclusive interview with THERESA MOSES, he unpacks key issues in Nigeria’s economic development and the psychology behind market behaviour, his motivation for returning to academia, and the powerful role of resilience and faith in pushing through life’s toughest moments.

Dr. Oni, congratulations on this outstanding academic achievement. What motivated you to pursue a PhD at this stage of your life and career?

Dr. Bisi Oni: Thank you so much. For me, this was a long-held dream — one I carried since my undergraduate days back in the 1980s. But life happened. I had to prioritize family responsibilities and career progression first. Over the years, the hunger never left. I always told myself that when the time and space came, I’d return to fulfill that academic dream. And I did — not just for me, but to set an example for my children, mentees, and anyone who believes it’s too late to begin again.

Your thesis topic — “Global Shocks, Investor Sentiment and the Nigerian Stock Market” — seems timely and complex. What were your key findings?

Dr. Oni: One major revelation was the gap between theoretical assumptions and real-world behavior in the financial market. Theory teaches that investors should buy low and sell high. But in practice, what we observe is quite the opposite — investors often act based on sentiment, not logic. My research revealed the impact of herd mentality, where people buy into market rallies and panic-sell during downturns. This behavioural pattern leads to avoidable losses, and understanding it is key for market efficiency, investor education, and regulatory policy.

Given your vast industry experience, how has academia helped you understand Nigeria’s economic challenges differently?

Dr. Oni: Industry teaches action. Academia explains why. I call it bridging the gap between “town and gown.” Nigeria’s economy is plagued by structural issues — overreliance on oil, fiscal indiscipline, and weak productivity. What academia helped me see is that the solution isn’t rocket science. It’s rooted in creating real value. Nations that thrive do so by producing, not extracting. Agriculture, renewable energy, and manufacturing can transform Nigeria, but we must fix insecurity first and ensure continuity in economic policy beyond political cycles.

Security remains a major barrier to agricultural development. How should Nigeria tackle this?

Dr. Oni: The government has superior intelligence and resources. If we’re truly committed, we must act decisively. Take the politics out of economics. No ragtag militia should overpower a sovereign state. If agriculture is our priority, then we must secure farmland and protect farmers. We must invest where it matters — in human lives and food security. Countries like Israel and Turkey achieved agri-revolutions with less fertile land than Nigeria. What’s stopping us? Willpower and governance.

What’s your advice for financial institutions and organizations trying to drive innovation and risk management?

Dr. Oni: Change your mindset. In Nigeria, we default to excuses. We ask, “Why it won’t work,” before “How can we make it work?” That mindset kills innovation. I’m already planning my next learning phase — blockchain technology or artificial intelligence. Someone asked, “At your age?” I replied, “What has age got to do with learning?” If your mind stays open, possibilities are endless. Innovation, risk management, and growth begin with mindset reorientation. Above all, continuous learning keeps your brain sharp and improves your productivity.

You mentioned there were times you wanted to quit. What pulled you through?

Dr. Oni: Oh, many times! But my wife was my greatest encourager. She’d say, “You told us you were starting a PhD — what will you tell your children if you give up?” That stuck with me. I also remembered my “why.” For me, it wasn’t just about the degree. It was about the example I was setting. If at 58 I could start a PhD and graduate at 61, then nobody — not my kids, not my mentees — has an excuse not to grow.

You’re a natural motivator and teacher. Do you see yourself stepping into academia full-time?

Dr. Oni: (Smiles) Teaching flows through me — in church, at work, with mentees. I take pride not just in revenue targets, but in the number of professionals who’ve grown under my leadership. Academia is definitely on the table. If I can inspire the next generation and bridge the gap between theory and industry, then I’ll consider that a worthy second career.

You spoke of loss — your pastor, and even your beloved dog, Krypto. How did these moments shape this journey?

Dr. Oni: Deeply. Krypto, my daughter’s dog, would sit quietly with me during long study nights. She was a silent companion. Losing her during my PhD program was tough. My pastor also passed away shortly before this day. He believed in me. Their memory drives me. This journey is also for them.

Finally, what advice do you have for those balancing career, family, and education, and are on the verge of giving up?

Dr. Oni: Feel the pain, but never stop. Remember your why. Push through the darkness — that’s usually when the dawn is closest. Failure is just a number. Fall, but rise again. Don’t let the book remain unwritten, the exam left unpassed, or the dream die. There’s no vacuum in destiny. What you don’t do, someone else will. So get your hands dirty, and leave a mark. Let your story become a reference for others.

By Monday Onyekachi Ubani

The recent decision by the outgoing Chairman of Bariga Local Council Development Area (LCDA), Hon. Kolade Alabi David, to rename the popular Charly Boy Bus Stop to Baddo Bus Stop in honour of Nigerian artist Olamide and others may appear harmless on the surface. It may even seem laudable to those who admire the artist’s impact on Nigerian entertainment.

However, beneath the surface lies a disturbing trend that requires urgent national reflection and condemnation, the systematic and silent erasure of certain historical street names in Lagos, especially those reflecting the cultural identity and heritage of non-Yoruba residents.

This is not the first time such a policy has crept into the consciousness of Lagosians. Slowly but surely, what once was a cosmopolitan city that embraced all tribes, cultures, and peoples, is sliding into an ethnocentric experiment where names of streets and public places associated with non-Yoruba citizens are being wiped off the map without justification or consultation.

Let us be clear: this practice is archaic, divisive, and dangerously tribalistic. It has no place in a modern democracy and only serves to take Nigeria back to the Stone Age. In a multi-ethnic federation like ours, unity in diversity must be preserved at all costs, especially by those in leadership positions.

No cogent or official explanation has been given for this disturbing trend. Were the original names imposed illegally? Were they not approved by the same arms of government now reversing them with reckless abandon? Were these names not given at a time when Lagos stood tall as a beacon of national unity, hospitality, and inclusiveness?

The absence of clear policy guidelines or public engagement suggests something more sinister – an attempt to rewrite the cultural history of Lagos in a way that marginalizes certain ethnic groups, particularly the Igbo community, whose contributions to the growth of Lagos are not just historical but ongoing and appreciable.

Nigeria is already hanging on a delicate thread of national unity, strained by insecurity, governance issues, and ethnic profiling. At such a time, any action by public officials, even at the local government level that promotes ethnic division or marginalisation, must be rejected in the strongest terms.

I have lived in Lagos since the 1980s. I built my law practice here. My friends, clients, professional colleagues, employees, and even church members come from different tribes, predominantly Yoruba. I was once a Chairman of Nigerian Bar Association, Ikeja Branch. The Lagos I knew, and still want to believe in, is the Lagos that gives all Nigerians a fair chance at life, peace, and prosperity, regardless of their state of origin.

This rising trend of street renaming based on ethnic calculations betrays the progressive and sophisticated image of the Yoruba people, a people known for education, enterprise, and political sagacity. This is why I am shocked that some Local Government Chairmen in Lagos are leading this wave of retrogressive ethnocentrism, not realising that it undermines the shared values that have held Lagos together as Nigeria’s melting pot.

If Lagos must continue to shine as the commercial capital of Nigeria, then it must be managed with maturity and inclusiveness. Those in government must understand that every policy has consequences – both seen and unseen. The international community, investors, and even ordinary Nigerians watching from afar will interpret these renaming exercises as signs of growing intolerance, state-backed discrimination, and a lack of cohesion within our federation.

If streets named after non-Yoruba figures are being deliberately removed without any history of criminality or impropriety attached to the persons being removed, then what message are we sending? That Lagos is now a state lived by one ethnic group only? Does history and memory have no place in the state’s public policy?

It is not enough to name a street after one musician while simultaneously removing a name (a musician too) that has stood for decades and carries sentimental or historical significance. These acts, however subtle, communicate hostility to coexistence and must be halted immediately.

I write this article not just to condemn but to seek answers. I call on the Lagos State Government and the Ministry of Local Government and Chieftaincy Affairs to explain what informed these recent renaming actions. Were these names removed with the consent of residents? Was there any public hearing or community input?

Policies that alienate, exclude, or erase certain communities are antithetical to the ideals of democracy, federalism, and nation-building. Lagos must not become a theatre of ethnic cleansing through street names. We must reverse this tide before it becomes the new normal.

This pattern of conduct by local government officials in Lagos, if not checked, will erode the minimal gains we have made in promoting national integration. It is uncivilised, unproductive, and ultimately destructive.

Let us be reminded that the greatness of Nigeria, and indeed Lagos – lies not in the dominance of one tribe over others, but in the peaceful coexistence, mutual respect, and appreciation of our rich diversity.

Let aggravated and systemic hatred through public policy be stopped! It is a solemn plea!

Dr M.O. Ubani SAN, a Legal and Policy Analyst, writes from Lagos

Africa’s richest man and founder of Dangote Cement Plc, Alhaji Aliko Dangote, has announced his retirement as a Director and the Chairman of the Board of Directors from July 25, 2025.

He is relinquishing his position as chairman and retiring from the board to focus more attention on the Refinery, Petrochemicals, Fertilizer and Government Relations.

The board of Dangote Cement Plc announced the appointment of Emmanuel Ikazoboh, an Independent Non-executive Director, as the new Chairman, Board of Directors.

Hajiya Mariya Aliko Dangote was also appointed to the Board of Directors of the Company while Prof. Dorothy Ufot retired from the Board.

Reputed as Africa’s leading investor, Aliko Dangote leaves giant footprints as he retires from the board.

His vision and tenacity redefined not just a company, but the entire cement industry landscape by becoming Africa’s largest cement producer and largest exporter of cement and clinker in sub-Saharan Africa.

Aliko Dangote’s journey with cement began with a bold dream: to make Nigeria and Africa self-sufficient in cement production.

Through strategic investments in state-of-the-art plants, and a commitment to local content, he not only met that goal but exceeded it.

Dangote Cement Plc has 52.0Mta capacity across African continent with Nigeria accounting for 35.25Mta. Currently, additional greenfield plants are coming up in Cote Ivoire (3.0Mta) and Itori, Nigeria (6.0 Mta) and on completion this year will push total capacity to 61.0Mta.

Under his leadership, Dangote Cement Plc recorded the highest revenue and Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA) in the history of the company.

According to the unaudited results for the six months ending June 30, 2025, the group revenue went up by 17.7 percent, from N1,760 billion at the same period in 2024 to N2,071.6 billion, representing the highest revenue in the history of the company.

Ikazoboh, in his acceptance speech, said he is truly honored to accept the role of Chairman of Dangote Cement Plc while pledging to uphold the highest standards of leadership and dedication in this role.

He described the company as a beacon of African enterprise, which has consistently demonstrated resilience, innovation, and a commitment to excellence.

Giving an insight into what his tenure holds for the company, he said: “My vision for Dangote Cement Plc is built upon a foundation of sustainable growth, operational efficiency, and unwavering commitment to our core values.

“We will continue to focus on the following key priorities, Operational Excellence, Strategic Expansion, Sustainability, Innovation and Community Engagement.”

Ikazoboh was the Group Chairman of Ecobank Transnational Inc., the Pan-African banking group. He started his professional career at Akintola Williams Deloitte.

He first became the Managing Partner for francophone offices in Cameroon and Côte d’Ivoire and later became the Managing Partner of the Deloitte firm in West and Central Africa until 2009.

In 2010 he was appointed by the Securities and Exchange (SEC) as an Interim Administrator to carry out capital market reforms of the Nigerian Stock Exchange (NSE) and the Central Securities Clearing System (CSCS) Plc.