Telecom
How Professional Executive Assistants Impact Work Culture
By Precious Emechebe
In today’s professional climate, the role of an Executive Assistant (EA) is disruptive. Much so with the availability of advanced technological and organisational tools.
Beyond managing information flow and attending meetings for high-level professionals such as a Chief Experience Officer (CXO), EAs now actively take part in more strategic, supervisory, and authoritative decisions.
To quote The Assist, “Today’s Chief Executives lean on their assistants not just for admin help but also for strategic counsel, technical expertise and critical analysis. EAs are expected to dabble in things as wide and varied as project management, event planning, and internal communications.”
This makes EAs as vital to an organisation’s growth and success as any other high-level professional.
So, what are these roles, their limitations, and their impact? Let’s take a deep dive:
1. EAs as Strategic Partners: EAs have a deep understanding of the industry they work in and the regulatory framework and policies that affect said industry. As a result, they make valid contributions that progress conversations and decisions of their Executives.
2. EAs as Professional Problem Solvers: Impossible is a word that does not exist in the dictionary of an EA. They are super connectors that make connections within and beyond their network. They make the most of their networking activities by keeping records of vital information on acquaintances and are quick to assist when necessary. This helps them earn and maintain lifetime access to influential decision-makers, thereby positively impacting the Executives and organisations they represent.
3. EAs as Trusted Confidants: A professional EA understands that one of the most significant responsibilities of the role is trust. This responsibility stems from working closely with those whose corridors crucial information is shared, and decisions are made regularly. Therefore, trust is an attribute they earn and do not trade for anything.
A professional EA is discreet, unassuming and cautious of the words they speak, as they understand the gravity of their responsibility and the consequences of loose lips.
These said, EAs are and can be more.
As an EA, you must stay committed to the path of personal and professional development. You are expected to take essential courses, join empowering associations to grow your network and influence, and expand your horizon.
This is critical in changing the prevalence of a wrong perception about the EA role limitations. It positions you as an asset to your superiors and your organisation.
Now, in what ways can an EA be an asset to a CXO or other superiors?
We’ll consider these two main factors:
1. The CXO or superior’s willingness to delegate part of their workload to the Executive Assistant: The essence of Executives having EAs is to have more time to focus on optimising strategic thinking and execution.
Melba Duncan, CEO of Duncan Group, in her 2011 Harvard Business Review article titled ‘The Case for Executive Assistants’ stated, “… an EA must make the executive 8% more productive than he or she would be working solo—for instance, the assistant needs to save the executive roughly five hours in a 60-hour workweek.”
Diligent EAs save their bosses much more time than that. As Robert Pozen, Senior Lecturer at MIT Sloan School of Management, puts it, “A top-notch assistant is crucial to being productive.”
Progressive-minded CXOs are happy to empower and delegate work to competent EAs with the trust and assurance of professional execution.
Ultimately, an empowered EA can strategically organise and follow up on action items, manage information flow, attend to financial matters, and attend important meetings on their superior’s behalf.
2. The EA’s willingness to stretch beyond their comfort zone to assume new responsibilities: Successful EAs are simply those who don’t compromise on personal development. They are willing to push themselves beyond the rudimentary requirements of their jobs, utilising new languages, relations, and technological skills to function in global markets.
These types of EAs are invaluable assets to their bosses as they become masters in their primary roles, with the capacity and competence to take on new responsibilities.
Such EAs usually score high on emotional intelligence, as they can read their bosses’ shifts in behaviour and temperament, respond correctly, and accommodate their style to help them win.
These attributes endear such EAs to their bosses, who become more comfortable with participating in their growth within and outside the organisation.
To put it succinctly, Executive–Assistant relationships are business partnerships; strong ones are win-wins.
Precious Emechebe is the Executive Assistant to the Chief Executive Officer of MultiChoice Nigeria.
The International Rescue Committee (IRC) has announced the formation of Airbel Ventures, a new humanitarian impact investing fund aimed at accelerating the introduction and scaling of breakthrough technologies in crisis-affected communities.
The fund will invest in companies whose ideas have the potential to change humanitarian response, including digital infrastructure for frontline health systems and climate-resilient agriculture.
The launch of Airbel Ventures follows a period of rapid innovation at the IRC, despite the humanitarian sector facing record funding cuts.
In the past year, the IRC’s Airbel Impact Lab has advanced more than twenty Artificial Intelligence (AI) and technology initiatives—from anticipatory action tools powered by climate and vulnerability data, to frontline service delivery using safe, orchestrated AI systems, to breakthrough diagnostic tools for emerging diseases.
Airbel Ventures’ first impact investment is in Signalytic, a company delivering solar-powered computing devices that ensure reliable electricity and connectivity for remote health facilities.
Following the investment, the IRC will pilot Signalytic’s technology with its Nigeria Health team, demonstrating the viability of next-generation digital infrastructure in humanitarian settings.
“We know breakthrough solutions already exist—what’s missing is the path to scale in humanitarian contexts,” said Dr. Jeannie Annan, Senior Vice President for Research & Innovation at the IRC and head of the Airbel Impact Lab.
MTN Nigeria, the country’s largest telecommunications operator, recorded a historic surge in network disruptions in 2025, suffering 9,218 fibre cuts as of December 31, alongside 211 base station sites affected by theft and vandalism, incidents that disrupted mobile and data services relied upon daily by millions of Nigerians.
The data was revealed by Dr Karl Toriola, chief executive officer/managing director, MTN Nigeria via a social media post titled ‘MTN Nigeria 2025 Wrapped’.
The scale of the damage highlights the growing vulnerability of Nigeria’s telecommunications infrastructure, which has come under increasing pressure from road construction activities, cable theft and deliberate acts of vandalism.
MTN said 5,478 fibre cuts occurred within just the first seven months of 2025, with 760 incidents recorded in July alone, underscoring the intensity of the challenge.
Some of the incidents had wide-ranging consequences, knocking out connectivity across multiple states simultaneously and affecting voice calls, data services, digital payments and enterprise operations.
The company described the situation as a national infrastructure problem, rather than an isolated corporate issue, given the economy’s deep dependence on mobile networks.
“These gaps were shaped by real operational challenges such as fibre cuts, theft, and vandalism. Their impact is felt directly by customers and reflected in what they tell us,” Toriola,
The disruptions were reflected in customer feedback volumes, as MTN handled an unprecedented number of complaints during the year. The operator said it resolved 1,624,263 customer complaints in 2025, spanning call centres, social media platforms, emails and physical service centres nationwide.
Despite the setbacks, MTN pointed to signs of operational resilience. The company retained its ranking as Nigeria’s best network by Ookla, returned to profitability after a challenging period, declared an interim dividend, and expanded its subscriber base to over 85 million users by September 2025.
The figures show that while Nigeria’s telecom operators continue to invest heavily in network expansion and customer service, infrastructure sabotage remains a major drag on service quality and operating costs.
MTN acknowledged that performance improvements remain a work in progress. “We are not where we want to be yet. We see you. We hear you. We exist because of you. And we will get better,” Toriola said.
As the company enters its 25th year of operations in Nigeria, Toriola said MTN is doubling down on customer-centricity, treating every piece of feedback as a guide for improvement, while also stepping up engagement with government agencies.
The CEO renewed calls for stronger regulatory and legal protections for telecommunications infrastructure, urging policymakers to classify fibre cables, base stations and other critical assets as national infrastructure and criminalise vandalism to deter repeat attacks.
Nigerian Communications Commission (NCC) has granted operating licences to six new Internet Service Providers (ISPs), effective January 1, 2026, raising the total number of authorised ISPs in the country to 231 from 225 recorded in December 2025.
NCC
The newly licensed firms are Intellvision Technologies Limited, Granet Technologies Limited, Fiber Sonic Limited, Dasol Solution Services Ltd, Boost ISP Limited, and Amazon Kuiper Nigeria Limited.
Five of these companies are headquartered in Lagos, while Granet Technologies Limited operates from Owerri in Imo State, highlighting the persistent concentration of broadband infrastructure in major commercial hubs like Lagos, Abuja, and Port Harcourt.
This development intensifies competition in Nigeria’s broadband market, which faces pressure from dominant mobile network operators such as MTN and Airtel, alongside rapid expansion by satellite providers like Starlink.
Traditional ISPs continue to grapple with shrinking customer bases, aggressive data pricing from telcos, and satellite disruptions, even as NCC data from Q2 2025 showed Spectranet, Starlink, and FibreOne controlling about 65 per cent of the 313,713 active ISP subscribers.
The inclusion of Amazon Kuiper Nigeria Limited marks a significant entry of global satellite broadband competition, building on Nigeria’s recent approvals for other low Earth orbit providers to enhance connectivity in underserved areas.
Industry analysts view the licences as a strategic push to improve internet quality amid rising demand for digital services, though geographic clustering underscores ongoing infrastructure challenges outside urban centres.
NCC’s move aligns with broader efforts to foster a competitive telecoms sector critical to Nigeria’s digital economy ambitions.
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