Connect with us

Business

16 Reasons Femi Otedola’s ‘Making It Big’ Is A Must-Read Life-Changer-Kunle Bakare Reveals

Published

on

…has settled comfortably on the bestseller list

Femi Otedola’s ‘Making It Big: Lessons from a Life in Business’ debuted online and in bookstores on Monday, August 18 across the world to rave reviews. And in one week of release, it has settled comfortably on the bestseller list.

Applauded by moguls, economists and technocrats, the 286-page business memoir of the Chairman of First HoldCo PLC and Geregu Power PLC topped charts and discourses in just seven days of global release.

Appearing at number 4 on Amazon UK best seller list in business biographies and memoirs on Tuesday, August 19, it rose to number 3 on Wednesday, August 20—and it has settled there for many days.

Part-autobiographical and self-help, ‘Making It Big’ is laced with lessons for budding entrepreneurs and aspiring business leaders. It tells Otedola’s story vividly and refreshingly—from birth, family, schools, businesses and more—as well as lists pieces of tips and advice to show us how to advance in life and in business.

Otedola narrated the story of his life and business with honesty and candour—no-holds-barred, with details many will refuse to share in order to save face, or to portray a no blemish persona.

Inspirational and riveting, ‘Making It Big’ has been described as ‘one of the most important books you will ever read’ for these reasons and more:

.Tells an inspiring grass-to-grace-to-grass-and-grace story
Otedola’s remarkable journey to billionaire status sounds like a fairy-tale which warms hearts and bosoms immeasurably.
Though born into a middle class family on November 4, 1962, the author struggled through school, and managed to go beyond only O’level as he refused to continue his A’level.

He became his father’s driver and personal assistant, joined the old man’s printing press, and moved on to the corridors of power when Sir Michael Agbolade Otedola was governor of Lagos.
After power, he became a money lender whose occupation was described as ‘sleeping for a living’ by his daughter.
He started Zenon Petroleum and Gas on March 10, 1999, made billions and lost all of it.

He bounced back with Forte Oil, and reclaimed his wealth and glory.

.Provides actionable business advice and tips
Practical strategies for entrepreneurs and business leaders are well articulated and graphically presented.

Divided into 5 sections—In the beginning, Growth and expansion, Reaching the top, Collapse and rebirth, and Rediscovery—‘Making It Big’ has 23 lessons with hundreds of actionable tips to navigate business and life.

From ‘start small, keep dreaming’ to ‘know your market’, ‘don’t fool around with your health’, ‘recognise your limits’ and ‘appreciate the God factor’, Otedola recounted compelling accounts and offered easy-to-follow-and-execute tips.

Coaches proven leadership techniques and effective team management methods
Effective methods for building and managing successful teams are put to rewarding ends by the mogul.
From hands on do-most-of-the-work yourself when starting out as a micro business, to having reliable and dutiful staff as you grow the business, and sit-back and allow younger talents to flower and flourish, different models are on display in ‘Making It Big’.

Otedola had only two workers in the money lending business, worked with only a driver at the beginning of Zenon, and grew bigger with marketing executives driving cars emblazoned with Zenon on the streets of Lagos.

At the beginning of Forte Oil, he was no longer the MD. He ceded the role to a younger man—and became an entrepreneur in the real sense of the word.

Teaches resilience in adversity
Otedola’s ability to overcome obstacles and challenges made him the man he has become.

On many occasions, the author was down on his luck. He was embarrassed and humiliated, derided and laughed at. But he never dwelt on the reversal of fortune for too long.

For a man who lost $1.218 billion in 2009, hounded by bank chiefs who were too glad to hawk his assets, he’s resilience in flesh and blood.

With the God factor and grace, he inched his way back to profitability after rebranding—and returned with glory to the celebrated Forbes’ rich list.

Illuminates insight into Africa’s business workings
Context-specific expertise for entrepreneurs and policymakers is necessary to successfully get ahead in Nigeria and beyond.

There’s hardly any wealthy African with sustained riches who is not close to the corridors of power. Apart from knowing how government in this part of the world works, keeping your ears to the ground to be abreast of policies that will affect your interest, you have to court those who make important decisions.

And ‘Making It Big’ is packed with details of how this political commonsense helped in humongous measure.

From getting allocation of diesel from Nigeria National Petroleum Corporation (NNPC), to buying African Petroleum, and diesel deregulation, being close to power keeps doors of opportunities ajar.

Spotlights mastery of personal growth principles
Otedola’s philosophy on self-improvement and development gave him an edge.
From primary school, Otedola saw himself as a successful businessman—and the affirmation was put into practice by asking his dad for a briefcase as school bag. When his classmates laughed at him, he didn’t allow it to stop him.

This attitude, of planning and executing his dreams, litter his life.

From trimming nails for a fee as a young lad, learning the rudiments of printing, lending money for appreciable interest, selling diesel in drums in a pick up van, buying tank farms and vessels and diversifying into property, investing in the stock market, power generation and more, ‘Making It Big’ is a testament to a life of purpose.

Showcases the depth of economic empowerment
The impact of entrepreneurship on economic growth and development runs deep and far.

Apart from providing thousands their livelihoods, Otedola’s businesses have turned many lives around for good, built fortunes for some and created immense economic benefits for the state.

The ideas of an entrepreneur, especially those assisted by grace and catapulted by the God factor, create enormous multiplier effects with ample direct and indirect beneficiaries which echo farther than the eyes can see.

From keeping immediate families afloat to making dreams come true, the resources generated by businesses also facilitate the infrastructure provided by the government.

Displays authentic leadership style
Otedola’s genuine and relatable approach to business and life warms hearts and brightens faces.

Though resolute, strong-willed and tough, the author’s simplicity is disarming as it easily makes him approachable and adored.

Let’s just take a look at one example: the start of Zenon Petroleum. The business of diesel supply started with a van loaded with drums of the product, a driver and Otedola in denim trousers and cotton polo shirts. And the two of them—driver and author—moved from offices to houses to deliver the product from sunrise to sunset. Day after day.

Check this scenario: his chief operating officer advised him to resign as MD from the company he founded. And he did! For the benefit of the business.

These uncommon attributes and soft skills transformed his life from ordinary to fabulously extraordinary.

Lists timelesss business lessons and how they work
‘Making It Big’ contains valuable insights applicable across industries and contexts.
Let’s examine just a few: ‘self-belief is non-negotiable’, ‘create a warm working environment’, ‘make your life simple’, ‘leave family out of your business’, ‘forgive those who hurt you’, and ‘indiscipline will ruin your business’.

These lessons are so timeless and tested that it’s impossible to succeed big without living them to the letter!

Highlights guidelines that sharpen motivation and passion
Inspiration to strive for excellence and pursue your passions abound in ‘Making It Big’.

It is important to always know the why (like Simon Sinek preached in his book, ‘Start with Why’). Whatever you plan to do, in business and in life, you get huge returns when you know the reasons for the adventure.

A rickety tanker was dispensing diesel in the author’s house (weeks later than promised), spilling dirty oil all over the compound. And the idea struck: I can clean up this business, provide better service faster and hassle-free.
That’s how Zenon Petroleum started small, with the author continually dreaming of changing the landscape of the diesel business.

And he did: controlling over 90 percent of the business.

Itemises innovative business strategies
Otedola’s creative approach to business and problem-solving is enviable.
The author’s creative approach and problem-solving skills came to play on many occasions, and we couldn’t stop applauding the outcomes.

When Geregu Power was about to start, extensive research and consultation went on behind the scene. And partnering with China’s biggest energy company was a game changer.

Instead of a DisCo, a distribution company (which would have incurred irreparable losses), they settled for a generating company (GenCo). That move saved Geregu Power headaches, and planted it on the path of profitability.

Also, when he had extracted the maximum benefits from Forte Oil, he sold it in 2019—to the amazement and bewilderment of all. Many are still confounded about the sale.

But Otedola moved on—to bigger net worth and more money to deploy to other lucrative concerns. And getting a foot-hold in First Bank, emerging its largest shareholder and now chairman of First HoldCo PLC taught us a hundred and one things about his gift to see far so clearly!

Guides us on how to build strong friendship and networks
The significance of building strong and enduring relationships and networks is apparent in the success story of Olufemi Peter Otedola.

From childhood, he has cultivated warmth and empathy, friendliness and charity.
And Otedola has put to good use his charm and easy ways to land lasting and hugely rewarding relationships.

He wormed his way into the hearts of notable figures like Chief Wahab Folawiyo (whom he joined in counting cash at his palatial home alongside his children), Prince Samuel Adedoyin (who has known him since he was a far younger man, later patronising Zenon and writing a blurb for ‘Making It Big’), Alhaji Aliko Dangote (whose Rolls Royce fascinated him as a young lad, and both evolved as close friends), Chief Olusegun Obasanjo (who provided access which led to diesel deregulation) and many more.

Explains how adaptability in business provides the anchor for survival

The acumen to quickly respond to and navigate changing environments and circumstances catapulted Otedola onto the big league.
At every turn, he knows what business to start and which to drop. His rise testifies
to this gift.

Are we talking about when he saw the need to provide quick loans to customers who couldn’t access the bigger banks? Or, when he stepped in to sell diesel to power homes and companies, industries, vehicles and trawlers?
Will it be when he moved to the power sector with a GenCo? Or when he left the petroleum and oil sector for good?

Demonstrates goal-setting, disciplined execution and high achievement tactics
‘Making It Big’ is full of practical directions on how to set goals, pursue your objectives strategically and diligently, and achieve them.

Every chapter begins with a particular topic, episode, scenario, or experience—and how the author set about achieving his goals. Even when he failed, he listed the reasons and what he learnt from the mishap.

Otedola plans for short, medium and long-term. He thinks through his ideas, nurtures and weeds them before he acts with precision and speed.
Just imagine how he bought African Petroleum. The deal had long been concluded and sealed—before he made a move. And he won.

Illustrates how to learn from failure
Failing forward (as John C. Maxwell described it in his book of the same title) is a mantra Otedola embodied. He’s not a stranger to failure. And even losing everything!

He has managed to overcome the shame and disgrace that come with setbacks—and he emerges stronger with a will of steel.

How many of us can lose $1.218 billion, buried in debt and humiliated, and come out richer and bigger?

Can you withstand the jibes of your friends who discredit your honest toil at random? ‘Where’s your truck?’ his friends laughed at him at nightclubs because he’s the son of a former governor. ‘Are you here to sell diesel?’ they constantly teased.

They treated him as a failure who didn’t leverage on his father’s political goodwill. But they were so wrong. Otedola knew then that he had to take good care of his family, was ready to roll up his sleeves in honour of the dignity of labour, and he eventually built the big business of his dream.

Advises us on philanthropy and giving back
Making a positive impact in society, reducing desperation and angst, and pulling people up with charity always sat well with Otedola.

From scholarship to indigent students to interventions to save people from certain death triggered by failing health, building a faculty in a university, funding projects in churches, mosques and more, much more, he’s a philanthropist with a large heart. Otedola is perpetually stepping forward to lend a helping hand.
His Sunday, November 10 2019, $14 million donation to Save the Children charity stunned all.

Otedola, the cheerful giver, exemplifies a deep Yoruba philosophy of acknowledging that one is wealthy primarily to uplift others: ni t’ori opo eniyan l’ase da e lola; ni t’ori talaka l’ase bukun e [you are splashed with wealth and humongous resources to uplift legions; you are blessed abundantly to change the lives of the less-privileged and the needy].

Femi Otedola took us through all his business adventures and misadventures to provide first-row guidance with ‘Making It Big: Lessons from a Life in Business’.

The ‘nail trimmer’ and ‘money lender’, the man who lost everything, humiliated and derided, has gained so much that he’s living his dream with houses in Lagos, London, Dubai and Monaco—and has at his beck and call all the posh and plush objects of desire dreamt only by men of means. And what’s more, he has turned his empire into a lifeline for his country and compatriots.

For these reasons and more, the business memoir of the 62 year-old Ibadan- born businessman from Odoragunsin (near Epe, Lagos State)—in the top league with Stephen A. Schwarzman’s ‘What It Takes: Lessons in the Pursuit of Excellence’, ‘Winning’ by Jack Welch with Suzy Welch, Jordan B. Peterson’s ’12 Rules for Life: an Antidote to Chaos’, and ‘High Performance: Lessons from the Best on Becoming Your Best’—is a must-read life-changer which is truly ‘one of the most important books you will ever read’.

 

Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Business

Dangote Refinery Announces Fresh Job Vacancies for Nigerians

Published

on

Dangote Group has announced fresh employment opportunities for qualified candidates across several departments at its refinery site.

The vacancies are listed under Dangote-Refinery as the business unit, with the location stated as Dangote Petrochemicals (DPRP) and the department identified as Refinery Site.

The available positions cover procurement, warehouse management, logistics, supply and material planning, compliance, information technology, sustainability and data analytics.

List of Dangote Refinery jobs The 24 positions advertised on the company’s careers platform are: 

Industrial Hygienist

Sanitary Inspector

Employee Relations Specialist

Procurement Contract Specialist

Warehouse Team Lead – PPU

Warehouse Manager – PPU

Head, Supply and Material Planning

Head, Logistics & Road Safety Operations

Sales & Operations Planning Manager (S&OP)

Procurement Supplier Specialist

Compliance and Governance Lead

Contract Management Lead

Risk Management Lead (Supply Chain)

Governance and Compliance Specialist

Procurement Supplier Lead

Transport/Dispatch Manager – PPU

Transport/Dispatch Lead – PPU

System Administrative Officer

ESG & Sustainability Manager

ESG / Sustainability Analyst

Lead, System Administration

ISO Management System Coordinator

Data Analytics/System Analyst

Decarbonization Manager

Requirements for Dangote Refinery jobs

The requirements differ depending on the position, and applicants are expected to check the full job description for their preferred vacancy.

Several of the positions require relevant bachelor’s degrees, HNDs or specialised diplomas in fields such as engineering, supply chain management, logistics, business administration, environmental science, public health, information technology and related disciplines.

Some roles also require or favour professional certifications. Depending on the position, these may include certifications in supply chain management, logistics, quality management, information technology and other relevant professional fields.

Work experience is another major requirement, particularly for senior positions.

The experience requested varies from role to role, with some managerial and leadership positions requiring several years of relevant industry experience.

For example, the Warehouse Team Lead – PPU position requires relevant experience in warehouse, logistics or supply chain operations, while the Warehouse Manager – PPU role requires significantly more experience, including managerial exposure.

Applicants for technology-related positions may also need experience with SAP, ERP systems, databases, system administration, Microsoft Excel, Power BI, data analytics and system integration, depending on the vacancy.

For the ISO Management System Coordinator position, candidates are expected to have relevant academic qualifications and experience with international management standards.

The Sanitary Inspector role has more specialised requirements, including qualifications in sanitary inspection, environmental health or public health technology, with related experience preferred.

How to apply for Dangote Refinery jobs Interested candidates should visit the official Dangote careers platform and select the position that matches their qualifications and experience.

Applicants should carefully read the individual job description because the educational qualifications, professional certifications, technical skills and years of experience differ across the 24 positions.

Link to apply 

 

Continue Reading

Business

BREAKING: Again, NNPC Announces New Petrol Price Nationwide

Published

on

The Nigerian National Petroleum Company Limited (NNPCL) has reduced the pump price of petrol by N5 per litre at its retail outlets in Lagos from N1,360 to N1,355.

Motorists in Lagos and Rivers now pay N1,355 per litre, making them the cheapest locations on NNPC’s updated price list. Abuja buyers are paying N1,370 per litre under the new arrangement.

NNPC petrol prices across Nigeria

Yobe has the highest petrol price at N1,435 per litre, followed by Niger State at N1,433.

Borno, Gombe, Nasarawa and Sokoto are all priced at N1,430 per litre, placing them among the states with the highest fuel prices.

Several south-western states fall within the lower price range. Ogun and Oyo both sit at N1,367, while Osun is priced at N1,358.

Akwa Ibom is at N1,360, just above the Lagos and Rivers rate.

In the south-east, Anambra, Enugu and Imo are each priced at N1,372, with Ebonyi slightly higher at N1,375. Abia is priced at N1,370, the same as Abuja.

Further north, Kaduna is at N1,400, Zamfara at N1,414, while Adamawa, Jigawa, Kebbi, Plateau and Taraba are all priced at N1,420. Bauchi and Kano share a rate of N1,385, while Benue is at N1,410.

In the South-South, Delta is priced at N1,379, Bayelsa and Edo at N1,380, and Cross River at N1,390. Kwara is at N1,375, while Kogi is priced at N1,390. The full breakdown of the new NNPC petrol prices per litre is as follows:

Lagos: N1,355 Rivers: N1,355 Akwa Ibom: N1,360 Osun: N1,358 Ogun: N1,367 Oyo: N1,367 Abia: N1,370 Abuja: N1,370 Anambra: N1,372 Enugu: N1,372 Imo: N1,372 Ebonyi: N1,375 Kwara: N1,375 Ekiti: N1,377 Ondo: N1,377 Delta: N1,379 Bayelsa: N1,380 Edo: N1,380 Bauchi: N1,385 Kano: N1,385 Cross River: N1,390; Kogi: N1,390 Kaduna: N1,400 Benue: N1,410 Zamfara: N1,414 Adamawa: N1,420 Jigawa: N1,420 Kebbi: N1,420 Plateau: N1,420 Taraba: N1,420 Borno: N1,430 Gombe: N1,430 Nasarawa: N1,430 Sokoto: N1,430 Niger: N1,433 Yobe: N1,435

Continue Reading

Business

From Kabiru to Khalifa: How Abdul Samad Rabiu is Quietly Positioning his Son in the Corridors of Business and Power

Published

on

 

Once, his younger brother Kabiru was one of the familiar family figures around the BUA empire. Now another generation is moving steadily into view as Abdul Samad Rabiu brings his son, Khalifa, closer to the business, relationships and rarefied circles surrounding one of Africa’s largest industrial fortunes.

On Friday, October 2, 2026, when Abdul Samad Rabiu went calling on President Bola Ahmed Tinubu at his Ikoyi residence in Lagos, he did not go alone. Beside the billionaire industrialist was his son, Isyaku Abdulsamad “Khalifa” Rabiu, the young BUA executive whose presence increasingly seems to accompany his father into rooms where business, government and influence converge. Rabiu said the visit afforded an opportunity to reflect on Nigeria’s journey and its future, while other reports confirmed that the BUA chairman was among several prominent business and political figures received by the President that day.

On the surface, there was nothing extraordinary about it. Wealthy fathers travel with their sons, introduce them to friends and take them to important engagements every day. Yet, when the father is Abdul Samad Rabiu, founder of an industrial empire painstakingly assembled over decades, and the son has recently moved into a strategic executive position within that empire, the optics acquire a different texture. A photograph becomes more than a photograph; a handshake begins to look like an introduction, and what appears to be a simple father-and-son outing starts to resemble that ancient ritual through which successful men gradually acquaint the next generation with the world they may one day have to navigate without them.

For those who have watched Abdul Samad through the years, the changing silhouette around him is difficult to miss. There was a time when his younger brother, Kabiru Rabiu, represented one of the most prominent family presences within the BUA establishment, rising through the group’s operations and eventually becoming Group Executive Director, while also serving as a non-executive director of BUA Foods and BUA Cement. He remains firmly embedded in the conglomerate, with more than two decades of experience across edible oils, cement and infrastructure.

Kabiru belongs to Abdul Samad’s generation, however, and that distinction matters because every family empire, no matter how vast or professionally managed, eventually encounters the question that money alone cannot answer: what happens when the generation that built it begins to make room for the generation that must preserve it?

It is within that quiet, complicated passage that Khalifa is increasingly becoming interesting.

His emergence has not arrived with trumpets, ceremonial titles or the public unveiling of a successor. Abdul Samad has not declared him heir to BUA, and nothing in the public record justifies such a conclusion. What has become visible instead is something subtler and perhaps more meaningful: a gradual accumulation of responsibility, exposure and proximity, the three ingredients through which the children of powerful business families are often introduced to the burden behind the privilege.

Khalifa is no longer merely the billionaire’s son appearing occasionally beside his father. On January 29, 2026, BUA Foods appointed him Chief Officer, Global Procurement and Strategic Operations, giving him responsibility for the company’s end-to-end global procurement function and strategic operational initiatives. Before that appointment, he served as Director for Special Operations at BUA Group, where his work included transformation projects, supplier relationships, wheat sourcing, animal-feed production, the commercial reintroduction of BUA rice and other operational initiatives.

There is something instructive about where he has been placed. For the son of one of Africa’s wealthiest industrialists, a grand office and ornamental designation would have been easy enough to manufacture, the sort of corporate embroidery with which family businesses sometimes decorate heirs who have yet to acquire the scars of enterprise. Khalifa, however, has been taken closer to procurement, supply chains and operations, into the less glamorous entrails of an industrial organisation where fortunes are not discussed in abstract terms but depend on the relentless movement of wheat, sugar, machinery, ships, suppliers, currencies, warehouses and markets.

Perhaps that is the more revealing education his father is giving him. Abdul Samad appears less interested in merely showing the young man the assets than in allowing him to understand how those assets breathe.

Factories photograph beautifully, particularly when they rise from acres of land in steel and concrete, but the real life of an industrial empire occurs away from the cameras, in the anxious arithmetic of raw-material costs, shipping schedules, exchange rates, energy, regulation, financing and distribution. The young man who may someday occupy a larger place within such a system must learn that wealth is not sustained by the serenity of the chairman’s office but by countless decisions made under pressure, many of them invisible to the public until one of them goes wrong.

Khalifa’s academic preparation seems almost tailored to the wider world awaiting him. He studied International Relations at Regent’s University London and later earned a Master’s in Management from Georgetown University’s McDonough School of Business, combining an education in states, diplomacy and institutions with the language of management and enterprise.

That marriage of disciplines becomes particularly interesting when considered against the circles into which he has been born and the ones into which he is now increasingly being introduced.

There is, of course, another dimension to his story. Khalifa is one of the children from Abdul Samad Rabiu’s former marriage to Hannatu Musawa, the lawyer, writer and public official who currently serves in President Tinubu’s cabinet as Minister of Art, Culture, Tourism and the Creative Economy. Musawa has herself spoken publicly about her former marriage to Rabiu and the enduring ties between their families.

There is nothing publicly established to suggest that he is preparing to contest an election or embark on a conventional political career. What he possesses instead is exposure: a father situated at the commanding heights of Nigerian private enterprise and a mother operating within the upper reaches of government, two worlds that remain distinct but inevitably encounter each other wherever industry, regulation, investment and public policy meet.

That is why Friday’s visit to President Tinubu is noteworthy without needing to be exaggerated. Its importance lies less in whatever may have been discussed behind closed doors than in the simple fact that Khalifa was there, standing beside his father and becoming familiar with another environment in which his surname, responsibilities and future may eventually carry their own weight.

Such encounters form a peculiar education unavailable in lecture halls. Universities can teach capital allocation and international relations, but they cannot completely teach the temperament of power: how an industrialist speaks to a president without becoming obsequious, how one carries disagreement without converting it into hostility, how old relationships are tended, how new ones are cultivated, or how to distinguish those who are merely attracted to wealth from those whose trust survives difficult seasons.

Those lessons are absorbed by watching.

They reside in airport lounges and factory inspections, private dinners and waiting rooms, board meetings and courtesy visits, in introductions that appear inconsequential until, perhaps ten years later, a name remembered from a handshake becomes the person sitting across a negotiating table.

This is how relationships are inherited, if relationships can ever truly be inherited at all. A father may leave his son factories, shares, houses and an enviable portfolio of assets, but he cannot simply insert forty years of trust into an estate document. The son must accumulate his own credit among bankers, investors, regulators, political leaders, employees and business partners, even when the father’s name opens the first door.

Abdul Samad should understand the intricacies of that inheritance better than most. He was himself born into the formidable commercial tradition of the late Khalifah Isyaku Rabiu, the Kano merchant, scholar and industrialist whose name carried considerable weight long before BUA became the corporate colossus it is today. Abdul Samad inherited a tradition of enterprise but did not merely preserve it; he recast it for another age, moving far beyond the familiar pathways of trading into manufacturing on a scale that turned cement, sugar, flour and other essential commodities into the pillars of a modern industrial fortune.

Now the wheel appears to be turning again.

There is an almost poetic symmetry in the fact that another Khalifa is moving towards the centre of the Rabiu story, although it would be simplistic to describe what is happening as a transfer of the crown. BUA is today too sprawling and professionally structured to be reduced to a princely succession tale, and Kabiru Rabiu remains an important figure in its leadership. The more compelling point is that Khalifa has moved beyond merely being part of the family photograph; he now occupies a position where he can be tested by responsibility, measured by results and introduced gradually to the ecosystem surrounding the family enterprise.

That is how serious succession often begins, not with coronation but with apprenticeship. A young man is first handed work that can expose his weaknesses, then brought into relationships that can test his temperament, before the people who have dealt with his father for decades begin, cautiously, to deal with him in his own right. The family name may secure the introduction, but eventually the young man must demonstrate whether there is substance behind it.

For Abdul Samad, therefore, legacy will one day amount to considerably more than deciding how factories, shares and investments are distributed among heirs. The harder inheritance will be culture, discipline, judgement and the instinct for survival that allowed a family trading heritage to become an industrial institution. Kabiru represents an important part of the generation that travelled that journey alongside him; Khalifa increasingly represents the question of what follows after it.

Seen from that perspective, the young man’s growing presence around his father acquires a meaning beyond privilege. He is watching a man who has spent decades learning the peculiar choreography of Nigerian capitalism, where enterprise lives constantly in conversation with government, regulation, foreign capital, infrastructure and politics without necessarily becoming politics itself. He is being allowed to observe not simply how a fortune is enjoyed but how influence is managed, relationships are preserved and institutions are kept alive through changing governments and economic seasons.

That may ultimately be the most valuable thing Abdul Samad can give him.

Factories can be inherited. Shares can change names on a register. Houses and aircraft can pass from father to son with the neat efficiency of lawyers and trustees. What cannot be transferred so easily is the confidence of people who matter, the discipline to remain composed when markets rebel, the instinct to recognise danger before it announces itself and the ability to enter a room full of powerful men without being diminished by them or intoxicated by their attention. Those things take time.

And perhaps that is the deeper meaning of Khalifa walking beside his father into President Tinubu’s Lagos residence on Friday: the young man is no longer being shown only the empire.

He is being introduced, carefully and gradually, to the world around it.

Continue Reading

Trending