Broadcasting
Khalil Halilu’s 365 Days Outstanding Transformations at NASENI
By Olusegun Ayeoyenikan
National Agency for Science and Engineering Infrastructure (NASENI) is mandated to make available in the Nigerian market the primary and intermediate capital products required for machine and equipment design, fabrication, and mass production to provide an enabling environment for sustainable industrialization of the country.
The agency, established in 1992, continues to make progress in Nigeria’s technological advancement, driving home-grown innovation and improving manufacturing capabilities. While playing this role, NASENI has successfully developed more than 150 innovative products as well as prototypes bolstered by its Development Institutes and Centres, thus contributing to fostering excellence in science, engineering technology and manufacturing.
Commendable so far, however, the NASENI’s socio-economy trajectories or real-time impacts in the country, its previous challenges included lack of patronage of its technologies and products by local entrepreneurs or businesses, exacerbated by low R&D results commercialization activities, leaving most research outcomes to waste away on shelves. True, NASENI always could boast of having various innovative products but it had very weak linkage with Small & Medium Enterprises (SMEs) or big corporations whose day-to-day activities required the use of various technologies, machines and equipment already developed by the agency.
As this particular challenge persisted over the years, then came on Monday 4th September 2023 a new executive Vice Chairman/chief executive, Mr. Khalil Suleiman Halilu who was appointed by President Bola Ahmed Tinubu to lead NASENI. It is good to note that the President Tinubu himself is the Chairman of the Governing Board of NASENI in line with the agency’s establishment Act 2004. Immediately on assumption of office, Halilu like a man who knew where the proverbial shoes pinched the most brought a dramatic management change of focus towards full commercialization of NASENI’s resources, to make available in the market and also end users its R&D products, machines and other equipment to boost the economy.
NASENI today stands as a beacon of hope for Nigeria’s indigenous technological advancement, aligning with its core mission of fostering needed dynamic science and engineering Infrastructure for national progress. The agency under the leadership of Halilu has articulated a bold vision and promoted a shared management-staff philosophy hinged on 3Cs principles of Creation, Collaboration and Commercialization to fuel Nigeria’s innovation and sustainable future. This approach has indeed opened more doors to result-based NASENI’s partnerships with both national and international corporate communities.
Inspired by previous experience as a techpreneur and businessman before his appointment to lead NASENI, Halilu’s leadership model is to do everything to conserve resources, avoid duplication of efforts, and shorten go-to-market time. What this means is that wherever NASENI finds serious partners who are already operating in areas of interest, it will work with them to improve the agency’s products and take these products to the market. As a government agency, Halilu said NASENI under him is not out to compete with the private sector. Instead, the agency will serve as partners and enablers, helping the private sector to achieve everything from design to testing, or helping companies in scaling-up production capacity and to seek out new markets.”
As a result of this strategy, within a space of one year the agency had unveiled to the general public some branded technological products manufactured in collaboration with its partners. They included solar irrigation systems, electric vehicles (ranging from tricycles to motorcycles), NASENI home solar system, animal feed milling machines, laptop, smartphone, solar street lamp and lithium battery. All these efforts were geared towards creating jobs and to reduce import bills.
Halilu brought a mix of deep private sector experience and working knowledge of the public sector, amassed from delivering high-impact technology and digital solutions across both sectors. In the private sector, before his sojourn in NASENI, Khalil Halilu had founded two start-ups-Shap shap technologies Limited, a Nigerian logistics start up focusing on the last-mile delivery market, as well as Africa’s first on-demand commodity marketplace, an innovation incubator and the CANs-the first eco-friendly Technology Hub in West Africa. In his consulting work, Halilu built and deployed solutions tailored to improve the quality of government-citizen engagement, election monitoring including support for victims of gender-based violence amongst others.
In September 2023, Halilu hit the ground running with the launching of a NASENI Strategic Launchpad which simplified attainable goals concerning the mandate, vision, mission and operations of the Agency into short, medium and long-term plans. Secondly, he changed the NASENI corporate logo to portray a predominant blue colour to reflect the agency’s operational affinity with the private sector or the business world. Halilu introduced a well thought out corporate plan called ‘strategic Launchpad’ which outlined four pillars that encapsulated the agency’s vision namely: Enhancing Nigeria’s Manufacturing Capacity, Reducing Nigeria’s Import Dependency through Research and Development, Strategically Repositioning NASENI and Leveraging the Comparative Advantages of Nigeria’s 36 States and the Federal Capital Territory.
Halilu’s philosophy on the need for a strategic plan before getting down to business was in line with the popular adage that “he who fails to plan, has planned to fail already”. The NASENI strategic document amongst others clarified in simple languages the mandate, objectives, targets and achievable goals of the agency within a stipulated or achievable time-frames, taking into account the factors of human, material and other resources given to the agency by the Federal Government. So far, the document has provided an effective guide for deployment of resources, its optimization and measurements leading to all the achievements which everyone now could see or touch.
The past 12 months: NASENI had deliberately signed critical Memorandum of Understandings (MOUs) with local and international partners aimed at advancing Nigeria’s economic growth and development. Some of them include a $150 million deal with Schenzen LEMI Technology Development Company Ltd to establish a lithium battery manufacturing and processing factory in Nigeria.
It signed agreements with three other Chinese companies for new projects valued at $2 billion. They include Shanghai Launch Automotive Technical Co Ltd – to establish a new energy automobile facility for the production of new energy electric vehicles; China Great Wall Industry Corporation-for the turnkey delivery of Unmanned Aerial Vehicles (UAV) assembly line projects; and Newway Power Technology Company Ltd-for the transfer of technology on lithium batteries, electric vehicles and allied technologies.
Others are: Galaxy Backbone Ltd to support NASENI’s High Performance Computing 2.0 projects; Rural Electrification Agency (REA) to provide technical support assistance and expertise using home grown renewable energy technologies; and PT Saputra Global Harvest of Indonesia to establish coal-based fertilizer plants in Nigeria. NASENI had signed MoU with Nasarawa State Government and Bobtrack Tractors to establish a tractor assembly and production factory at its Agricultural Machinery and Equipment Development Institute (AMEDI), Lafia to enhance food security; the Ministry of Defence and DICON to establish an ammunition production factory; a $21.7 million counterpart funding with the Technical Agency of the Czech Republic (TA-CR) for take-off of Delta-2 Projects; Niger State government for Agric mechanization; Family Homes Funds Ltd for affordable housing development; and Caverton Helicopters for the establishment of a drone assembly plant, a drone training school, and a service centre for helicopters; amongst other agreements.
NASENI is also collaborating with the Federal Ministry of Agriculture and Food Security to deploy existing technical competencies and exchange of resources by the two institutions to improve Agro-allied-industries development targets, climate change mitigations and smart solar irrigation aimed at dry-season farming. These partnerships will have a profound impact, generating hundreds of thousands of direct and indirect jobs, contributing significantly to Nigeria’s economic growth, agricultural sector, food security, and renewable energy development. The efforts have no doubt positioned NASENI as a catalyst for Nigeria’s economic transformation, driving progress in critical sectors such as agriculture, healthcare, housing, energy, transportation, ICT and manufacturing.
The entry of Mr. Khalil S. Halilu has brought into the agency many strategic infrastructure development projects, including cutting-edge research facilities and technology hubs installed at NASENI headquarters and its development institutes. He has revitalised partnerships with local and international stakeholders, fostering collaboration and knowledge sharing, innovative initiatives to promote entrepreneurship, job creation, and economic growth.
He has not left any stone unturned in contributing to the promotion of the green energy initiative of the Federal Government and mitigation of climate change. His recent partnership with Portland Gas Limited resulted in the establishment of NASENI-Portland CNG Conversion and Training Centre at Utako, Abuja which has raised the bar of sustainable alternative fuel solution to reduce greenhouse gas emissions and save fuel costs for vehicle owners.
Also, Halilu did not neglect the issue of staff welfare and human capital development. Notable achievements in this area were the introduction of enhanced staff welfare package and training programmes including capacity building initiatives described as unprecedented. As at today, there is no staff of NASENI (from low to highest ranks) who have not attended one form of training or the other within the range of local and international trainings to improve work performance; inspiring a new mindsets and attitudes to work even as he is deliberately engineering new NASENI generation scientists, engineers, and innovators including other support staff to dream big for the agency. This new trend of focusing on staff development has created a renewed sense of purpose and optimism by the entire workforce. Many staff are saying that “it is a new NASENI indeed under the leadership of Khalil Suleiman Halilu as executive vice chairman and chief executive”
The NASENI family now is cultivating a culture of innovation, emphasizing continuous training and skill development to meet global standards and also to produce world-class products. This commitment to leveraging NASENI’s capabilities and fostering a culture of innovation has positioned it to make a substantial impact in Nigeria and beyond.
As NASENI continues to move ahead with Nigeria’s technological advancements and infrastructure development focus, the impacts on the economy will be profoundly felt soon. With focus on innovation, collaboration, and transformative leadership, the agency is set to make remarkable differences in shaping Nigeria’s technological landscapes toward economic prosperity. Exciting times lie ahead for NASENI as it continues on its forward-looking paths to propel innovation and economic growth for Nigeria under Mr. Khalil Suleiman Halilu as NASENI CEO. It’s truly a remarkable one year of renewed hope, 365 days of giant strides and transformation of the agency.
Olusegun Ayeoyenikan is the Director of Information, NASENI. He writes from the agency’s headquarters in Abuja.
As part of its commitment to promoting a healthier and more resilient banking workforce, the Association of Corporate Affairs Managers of Banks (ACAMB) is organizing a special Aerobics Fitness Session on Saturday, May 31, 2025 at the Lagoon Front of the Eko Atlantic City.
The session is open to all bankers and marketing communication professionals within the industry and will feature a lineup of fun and energizing activities aimed at boosting physical and mental wellbeing.
With stress levels and burnout on the rise in high-pressure sectors like banking, ACAMB is taking, as it has done over the years, proactive steps to encourage lifestyle habits that support overall wellness and productivity.
Participants will begin the morning with a body warm-up and short walk to get their energy flowing, followed by an exciting dance aerobics session designed to elevate heart rates and lift spirits.
The day will continue with interactive fitness games that promote movement and team bonding, and will wrap up with a friendly but motivating fitness challenge to inspire healthy competition and personal bests.
“Bankers are vital to the financial ecosystem, and their wellness must be a priority,” said Rasheed Bolarinwa, President of ACAMB.
“This aerobics session is a powerful way to foster a culture of health, team bonding, and preventive care. It reflects our belief as ExCO that a strong mind and body, are essential for long-term professional excellence.”
The session is expected to kick off early in the morning to take advantage of the fresh morning air, allowing participants to start their weekend with energy, movement, and connection. It also presents an opportunity to unwind and build camaraderie amongst colleagues outside the traditional office setting.
This initiative is one of several wellness-focused programms ACAMB is rolling out to reinforce the importance of employee wellbeing in corporate and marketing communication and the broader banking ecosystem.
The Association of Corporate Affairs Managers of Banks (ACAMB) is the recognized professional association for marketing communications and public affairs executives in Nigeria’s banking industry.
ACAMB drives ethical communication standards, promotes internal and external stakeholder engagement, and supports member banks in advancing reputation, trust, employee growth and wellbeing.
Broadcasting
DStv Makes History: Inducted into Brand Africa Hall of Fame as Africa’s Most Admired Media Brand
DStv, Africa’s leading entertainment platform, has been officially recognised as the #1 Most Admired African Media Brand in the Brand Africa 100 | Africa’s Best Brands 2025 rankings.
This recognition also sees DStv inducted into the prestigious Brand Africa Hall of Fame, a distinction reserved for iconic African brands that have significantly shaped the continent’s global image and competitiveness over the years.
The announcement was made at a high-profile ceremony hosted at the United Nations Economic Commission for Africa (UNECA) in Addis Ababa, where leaders from across the African media and branding landscape gathered to honour the continent’s most impactful brands.
Launched in 1995, DStv has evolved from a digital satellite television pioneer into a content powerhouse, transforming the African viewing experience through continuous innovation, investment in local content, and a deep commitment to telling African stories.
“This honour reflects the incredible journey we’ve taken with our audiences across Africa. Being named Africa’s most admired media brand and joining the Brand Africa Hall of Fame is not just a celebration of where we’ve come from—it’s a reaffirmation of where we’re going.
“Our commitment to local storytelling, cultural authenticity, and innovation remains stronger than ever.
“We are proud to be a brand that not only entertains but uplifts and connects Africans through stories that matter.” States Calvo Mawela, Group CEO of MultiChoice.
Each year, the Brand Africa 100 survey identifies the most admired brands across the continent, based on independent research conducted in over 30 African countries, representing over 85% of Africa’s population and GDP, with more than 150,000 brand mentions and 5,930 unique brands.
The rankings are compiled through a rigorous process led by research partners including GeoPoll, Kantar, Integrate, and Analysis, making it the only pan-African, research-led and non-commercial brand equity study of its kind.
DStv’s induction into the Hall of Fame further cements its position not just as a media brand, but as a cultural force that continues to shape narratives and inspire pride across Africa. Through its investments in local productions, partnerships with African creators, and focus on quality storytelling, DStv remains at the forefront of Africa’s growing creative economy.
DStv was also honoured with the same top recognition in 2024, reinforcing its consistent excellence and enduring connection with audiences across Africa. Since its launch 30 years ago with just 16 channels, DStv has evolved into a dynamic content powerhouse, offering a rich mix of local productions, global entertainment, and integrated streaming options.
Today, it serves millions of households across the continent, delivering hundreds of channels and platforms that reflect the diversity, creativity, and aspirations of African viewers.
Broadcasting
The Silent Killer of Great Companies: A Guide To Why Your Processes Will Break (and How to Fix Them)
By Tolulope Obianwu
Every high-growth company experiences a moment when its engine sputters—quietly at first. Emails slip through cracks, customers wait too long, and once-smooth systems start breaking under pressure. This rarely looks like failure; it feels like chaos.
Tolu Obianwu
The truth? Your team didn’t fail. Your process did.
More accurately, the process you never designed to scale.
I’ve led operations and strategy at some of Africa’s fastest-growing fintech companies, building teams and systems that power complex payment infrastructure. And I’ve seen it repeatedly: velocity hides inefficiency—until it doesn’t.
This isn’t just a fintech problem. It’s a scaling problem. And if you’re a founder, operator, or builder, this article is your early warning: poor process doesn’t announce itself. It accumulates, silently, until your best people are fighting fires they didn’t start.
So, before things break, let’s talk about what makes processes fail, and what it takes to build operational structures that scale with your ambition.
DO NOT Confuse Speed with System: Startups are built on hustle. That’s part of the magic. But hustle without design leads to fragile outcomes. What works when you’re a 5-person team becomes a burden when you’re 50. Manually sorting payments, ad-hoc decisions, Slack approvals; these shortcuts become operational debt.
DO THIS INSTEAD:
Build systems early. They don’t have to be perfect, but they must be repeatable. Even lightweight process maps give your team breathing room and build investor confidence.
DO NOT Build Around Individuals: We romanticise “indispensable” team members; the only person who knows how X works. But hero-driven execution is unsustainable. When your process depends on one person being online, awake, or available, you’re not building a company. You’re gambling on burnout.
DO THIS INSTEAD:
Document workflows, spread context, and make knowledge transfer part of your onboarding and offboarding. Structure should outlive talent.
DO NOT Mistake Micromanagement for Control: I’ve seen it too often: leaders respond by inserting themselves into every decision when processes start breaking down. It’s understandable, but counterproductive. Micromanagement is not a fix. It’s a symptom.
DO THIS INSTEAD:
Create trust frameworks. Use process audits, not pressure. Empower teams with clear guardrails, not constant approvals. The goal of an exemplary process isn’t control – it’s clarity.
DO NOT Design for the Happy Path Only: Most processes look beautiful on paper until real users, real edge cases, and real stress tests come in. If your refund process fails when the volume spikes or your reconciliation breaks on public holidays, that’s not a people problem. It’s a design flaw.
DO THIS INSTEAD:
Anticipate failure. Ask “What could go wrong?” Run simulations. Processes must bend without breaking. That’s true resilience.
DO NOT ignore the Role of Culture: Even the best-designed processes die in hostile environments. If your culture rewards shortcuts, ignores documentation, or treats processes as bureaucracy, nothing will stick.
DO THIS INSTEAD:
Make ‘process’ a language, not a punishment. Celebrate people who fix broken steps. Tie operational excellence to career growth. Culture is what makes a process sustainable.
DO NOT Launch Processes Without Data Loops: If you’re not tracking turnaround times, errors, or usage, you’re not managing a process; you’re just hoping it works.
DO THIS INSTEAD:
Instrument every stage. Set KPIs that matter. Let data flag inefficiencies before customers feel them. A great process isn’t just followed – it’s monitored.
Final Thoughts
The truth is: every fast-growing company outgrows its old ways of doing things. There comes a time when velocity alone can’t carry the vision anymore. That’s inevitable. What isn’t inevitable is being caught off guard when it happens.
If you’re building for scale, process isn’t a bottleneck; it’s your runway. The best systems don’t slow people down; they let good teams move faster, with clarity and confidence.
Don’t wait for failure to expose what structure could have prevented it. Build deliberately. Review often. Automate what you can. And above all, make sure your process is strong enough to carry the weight of your ambition.
Because in the long run, it’s not speed that wins.
It’s the ability to move fast, without breaking yourself.
Tolulope Obianwu is a highly experienced professional in operations and technology strategy and currently is Head, Core Operations at TeamApt Ltd
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