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Computer Warehouse Moving to Greater Heights

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When in September 1992 the Computer Warehouse Group (CWL) started operations as a provider of Information Technology many people did not give them a chance as they saw the exercise as another ill-fated Nigerian dream. Undeterred, the Chief Executive Officer (CEO) Austin Okere had a vision. He would later go on to prove critics wrong that the country was incapable of producing world class beaters in the ICT.
  Setting out with only four staff the operation has not only being around for the past 15 years but has recorded tremendous growth in all spheres of business development. The success has acted as catalyst and motivation for the opening of a support centre in Ghana as a first phase of its West African sub-regional strategy. In addition to that, it has the following subsidiaries: GWL Systems Limited, DCC Networks Limited and ExpertEdge Software Limited.
Sales Strategy
It has hinged its sales strategy on customer referrals given that many satisfied customers proclaim their success which has become their most valuable asset to potential customers. The bond from this relationship has transformed it from being a provider of ICT to that of a trusted advisor to its customers. Such level of trust is informed by the fact that the organization has always maintained consistent and impeccable track record in its niche operations.
The happy clients are many and they include MTN Communications Limited, First Bank of Nigeria Plc, Unilever Nigeria Plc whose seamless infrastructure attest to the hard work of Computer Warehouse Group.
Strategic Alliances
I n furtherance of its objectives to provide efficient information technology systems to clients, the Group is into alliance with major IT companies of the world. The strategy is intended not only to provide it with best-in-class solutions but more so provide CWG with best practices in technology and services in order to deliver the solutions right the first time and all the time.
Against this backdrop remains the idea behind the creation of three different companies so as to foster core competencies among the companies in their niche segments. For example, CWL Systems Limited specializes in the supply and integration of computer hardware, e-payment systems and ancillary equipment. DCC Networks Limited, the company’s communications subsidiary, specializes in VSAT, Metropolitan and Wide Area Networks (WAN), Local Area Networks (LAN), Systems integration and deployment, systems analysis and e-payment systems design and implementation.
Successes
CWL has deployed key infrastructure solutions covering enterprise and data centre servers, desktop computers and notebooks as well as Automated Teller Machines (ATM) to customers across industries, including the largest and most advanced Sun Microsystems installation in sub-Saharan Africa. It has key customers in the Government, Banking, Oil Gas, Manufacturing, Telecommunications and Education.
Between 1998 and 1999 the company set out to sell and install new banking application to banks. According to James Agada, Managing Director of ExpertEdge Software Limited pessimists queried the move on grounds that it was impossible given that every bank then had its own software that was incompatible with others. Matters were made worse because there were 89 banks in the country and moreover Computer Warehouse was the underdog in the market. Today, 50% of the consolidated banks in the country run on the company’s Finacle software applications.
Human Resources
As has been the company’s standard, quality manpower remains the bedrock of its success. When it started, only 4 persons were on its staff. Currently, it has more than 350 employees with about 85% being IT professionals holding the industry’s top rated certifications. This pool of motivated workforce has seen the company become “one of the most entrepreneurial businesses in Nigeria”. In fact, the Columbia Business School in 2008 observed that Computer Warehouse Group “has thrived in difficult circumstances because of an entrepreneurial culture that embodies the work ethic, personal responsibility and integrity of its founder”.
Achievements
Computer Warehouse Limited has a formidable presence in the market and this is reflected in several awards and high levels of partnerships and certification attained with major global computer companies. Today, it is the only Dell Authorised Service Provider (DASP) in West Africa. More over it is a Microsoft Gold Partner, an HP Value Partner, Authorised Channel Solution Partner and Global Warranty Provider for Sun Microsystems, IBM Value Partner and Netapp Platinum Partner.
Awards Won
Recently, the organization received the prestigious African Information Society Merit Award (AISMA) as the leading ICT Company of the decade. Presenting the award to the CEO, Austin Okere the society noted that “the company appears set to lead the revolution of the ICT industry in Nigeria and the rest of Africa”. Before then, it won the Gold Award for Excellence from Sun Microsystems (2003), Best Marketing partner for 2003 from Sun Microsystems, Top Achiever and most successful Partner of the 2004 Fiscal year from Sun Microsystems, Wincor-Nixdorf award for best new partner (2007), dell enterprise partner of the year 2008 and Netapp award for EMEA Best Partner for 2008.

 


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New Horizons Invests N50m to Empower Almajiris with Skills

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New Horizons Nigeria has launched a N50 million initiative aimed at transforming 21 Almajiri children into skilled computer technicians within 90 days, to tackle youth unemployment and harness human potential.

The Almajiri-to-Tech programme, officially launched in Abuja on Monday, provides participants with full training, meals, clothing, tools, and logistics support, all fully funded.

Speaking at the launch, the Chief Executive Officer of New Horizons, Tim Akano, said the programme represents a new journey in the history of Nigeria by restoring the original purpose of the Almajiri system, which he described as “children sent out to seek knowledge.”

“The word Almajiri comes from an Arabic term meaning emigrant and seeker of knowledge. Historically, children were sent to learn morals, responsibility, and skills to add value to society,” Akano said.

He added that the disruption of this system during colonial times forced many children onto the streets, a challenge that persists today.

Akano highlighted the urgency of addressing the Almajiri issue, noting that there are an estimated 15 million Almajiris in the country, with a population growth rate of around three per cent annually.

“If we do not solve this problem as a country, we are sitting on a time bomb,” he warned.

According to him, the programme focuses on hands-on technical skills rather than theory. Trainees will learn to repair mobile phones, laptops, televisions, radios, standing fans, and other electronic devices, as well as build inverter batteries using recycled electronic waste.

“We are not teaching theory. We are teaching practical skills you can use to earn a living,” Akano said, stressing that the programme will not interfere with the participants’ Quranic education.

“We are still going to allow you, within the period of learning. Your learning computer here is not stopping your Quranic education.

“You still have time within our space here. Whenever you want to go and pray, you can pray, then come back to class,” the CEO stressed.

He added that participants will also receive daily meals, water, T-shirts identifying them as technicians-in-training, and access to all necessary tools and equipment throughout the 90-day programme.

Akano said the initiative is part of a larger mission by New Horizons Nigeria, which has spent the past 21 years training about 100,000 Nigerians annually in IT and related skills.

He said the new programme aims to “take human genius off the streets and convert it into human capital, enabling these youths to contribute meaningfully to the economy.”

He added that equipping Almajiris with skills could add 15 million people to Nigeria’s workforce and potentially increase the country’s GDP by as much as $20 billion, stressing that productivity depends on practical skills and opportunity.

“Everything that can be taught can be learned. If someone can memorize the Quran cover to cover, there is nothing that cannot be done. What they lack is information, opportunity, and infrastructure, and we are providing all of that,” Akano said.

Akano also stressed that the initiative is designed to inspire other organizations and government agencies to replicate similar programmes across the country.

“This is not just about 21 children; it is about showing Nigeria what is possible when resources meet intention and planning.

“If we succeed in empowering these Almajiris, we demonstrate that the country can turn social challenges into economic opportunities. It’s a blueprint for Nigeria’s future,” he said, noting that the initiative combines social reform, technical education, and economic empowerment.

Also speaking, one of the trainees, Fatima Umar, appreciated the organisers and promised to maximise the opportunity.

“We’ll make you proud of us. We have nothing to say here but to thank and appreciate you. May Almighty Allah continue to guide and protect you,” Umar said.


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IMF Upgrades Nigeria’s 2026 Growth Projection to 4.4%

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International Monetary Fund has upgraded Nigeria’s 2026 economic growth projection to 4.4 per cent, reflecting improved macroeconomic stability and sustained reforms.

IMF Upgrades Nigeria’s 2026 Growth Projection to 4.4%

IMF

The January 2026 World Economic Outlook Update forecasts Nigeria’s growth trajectory at 4.1 per cent in 2024, 4.2 per cent in 2025, and 4.4 per cent in 2026—a 0.2 percentage point increase from the October 2025 estimate.

This aligns with sub-Saharan Africa’s projected 4.6 per cent expansion in 2026 and 2027, driven by regional stabilisation efforts.

Globally, the IMF anticipates 3.3 per cent growth amid resilient conditions tempered by trade policy shifts and technology investments. For Nigeria, declining energy prices—expected to fall seven per cent due to weak demand—pose risks, though OPEC+ coordination and China’s stockpiling provide support.

Despite the optimism, downside risks persist from Middle East and Ukraine tensions, protectionism, high debt, and fiscal deficits. The Fund recommends rebuilding fiscal buffers, ensuring central bank independence, and limiting temporary fiscal measures to maintain stability.

Nigeria’s success hinges on consistent reforms and resilience against domestic and global shocks, the IMF concluded.


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Nigeria’s Crude Output Falls to 1.486mbpd in November – OPEC

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Organisation of Petroleum Exporting Countries (OPEC) reports that Nigeria’s crude oil production, excluding condensate, dropped by 0.7 per cent to 1.486 million barrels per day (mbpd) in November 2025 from 1.496 mbpd in October.

Nigeria’s Crude Output Falls to 1.486mbpd in November – OPEC

OPEC

The figure, drawn from secondary sources in OPEC’s December 2025 Monthly Oil Market Report, fell short of Nigeria’s 1.5 mbpd quota. Direct communication data showed output at 1.436 mbpd, up from October’s 1.401 mbpd, but still below target.

Nigeria produces around 196,028 bpd of condensate, excluded from quota calculations per Nigerian Upstream Petroleum Regulatory Commission figures. Year-on-year, November’s output marked a slight gain over 1.417 mbpd in November 2024.

Expert Cites Insecurity, Governance Gaps

Petroleum economics expert Wumi Iledare described the quota miss as unsurprising, blaming persistent insecurity, an ageing oil basin lacking new finds, and unoffered hydrocarbon blocks. Governance shortcomings and policy uncertainty further erode investor confidence, he noted.

Selective implementation of the Petroleum Industry Act worsens the situation, with Nigeria needing a single authoritative leader for the sector rather than multiple proxies, Mr Iledare stressed. The country has struggled to consistently hit OPEC targets for years.


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