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How My Son shocked everyone by becoming a Pilot at 21 – Femi Adesina reveals
Be careful what you dream about, it may well come to pass. Oluwatobi is my firstborn, “my might, and the beginning of my strength.” One day, when he was just four years old, we were all in the living room; myself, his mom, and his sister, when he exclaimed:”Daddy, I’ll be a pilot!”
I looked at him, looked at his mother, and said casually: “What does he know about piloting?” For by then, Oluwatobi had not gone near an airport, not to talk of entering an airplane.
But somehow, what he said refused to leave my mind. Just like the biblical Mary, after the angel told her of the virgin conception, I “kept all those things, and pondered them” in my heart.
‘Tobi (as we call him) began to live his dreams. He needed to see only the picture of an airplane in a newspaper or magazine, and he would cut it, file it away, or paste on the wall of his bedroom. When he was old enough to manipulate a computer, he always went to sites where he could read about aircraft.
I had thought he would outgrow the passion. But the older he grew, the firmer and clearer the dream became. “Daddy, I’ll be a pilot!”
As a growing journalist with growing means, I got to the point I could go on vacation with my family once a year. We started with Ghana. Then South Africa. And London… Tobi was in secondary school, and talked about nothing save flying a plane. Each time we travelled, it was like nirvana. While I kept looking at my wristwatch, expecting the time we would land, my son, and his sister, Tosin, felt completely at home in the sky.
I had expected two people to baulk, and talk Tobi out of his dreams. His mother, and my own mother (Tobi’s grandma, whom he was particularly close to). But the two women surprisingly did not dissuade the boy. They submitted to the perfect will of the Almighty. Underneath are the Everlasting Arms.
Never underestimate the power of dreams. At 18, my son packed his baggage, and was on the way to Aeronav Academy, in South Africa. The fees were staggering, but by then, I was Deputy Managing Director/ Deputy Editor-in-Chief of The Sun Newspapers. The pay was good enough, and with some belt tightening and lots of sacrifice, I could afford the fees.
Tobi got to Johannesburg at the peak of winter. “A cold coming we had of it, just the worst time of the year. For a journey, and such a long journey, the ways deep and the weather sharp, the very dead of winter.” (T.S Eliot, The Journey of the Magi). I remember the first email he sent to me:”Daddy, it’s so cold, I had to sleep with my shoes on.” Lol. My heart went out to him, but he that would eat honey from the rock must never consider the blade of his axe.
By the end of his first year, he got the private pilot license. Second year, he got the commercial license. I was breathing like a hog under the financial burden, but didn’t Jesus promise that his yoke was easy, “and my burden is light?” I kept trudging on, and one day, at age 21, my son was back, a fully licensed pilot.
But there was still one more river to cross. And when he told me about it, I almost bolted (just as our President almost did, when he saw the state of the treasury after inauguration into office). Tobi told me of the need to proceed to Sweden, for a type rating license, in which he would specialize on the Boeing 737. A boy of 21 years, planning to fly a whole house in the sky? The money, in dollars, sent my heart racing, and my head spinning. But by then, I was already Managing Director/Editor-in-Chief of The Sun. The publisher was a welfarist, and he took good care of his staff. If the family would take garri, instead of corn flakes, well, we could send Tobi to Sweden. And off he went, coming back months later with a type rating license. Arik Airline gracefully gave him a job.
For almost two years, the young pilot has been plying his trade, but he never flew me. The closest we got was one Saturday morning, about a year ago. I had just landed in Lagos, and who did I meet on the tarmac? Tobi and the crew that was taking over the airplane for the next flight. Safe skies, I told him, after we had taken some pictures, along with Captain Mohammed, an Arik veteran.
Then D-day came. And it was Monday this week. I had gone to Lagos to be part of Fathers Day celebration in my church, Foursquare Gospel Church, which held on Sunday. Return journey was 7 a.m Monday, aboard Arik.
On Sunday night, Tobi told me: “Daddy, you’ll be on my flight back to Abuja tomorrow.” Great expectations.
I approached the aircraft with Mr Peter Obi, former governor of Anambra State, and an old friend. An airline staff collected my hand luggage, and took it onboard. I then offered to relieve the former governor of the burden of his own luggage. Trust the ever self-effacing man. He hid the bag behind his back, as I made for it. We laughed.
I was on Seat 1D. The former governor was directly behind me. I told him my son was the co-pilot, and he was so very happy and excited at the news. And then, who came in, and took Seat 1F, right beside me? Another gentleman and friend, Mr Godwin Emefiele, governor of the Central Bank of Nigeria. We began to chat about the economy, and the risks falling oil prices in the international market could pose to the steadying exchange rate of the dollar to the naira. That was when Tobi struck. He came out from the cockpit, and said the Captain had consented that I should be their guest throughout the flight.
I first declined. Flying in the air was tough enough, who wants to go and frighten himself to death in a cockpit?
“Daddy, come and see what you paid for. Come and see where your money went,” my son said. I introduced him to the CBN governor, and excused myself from the cabin. The co-pilot to the co-pilot had come. Father and son were in the cockpit.
Captain Carretero Alberto hails from Spain. And what a genial man he turned out to be throughout the 55 minutes flight. I got to know about his family, his professional background, and many others. He had kind words to say about Tobi, and, indeed gave him the thumbs up sign many times, as the young pilot flew the plane, and made what he considered smart moves.
Preparing to lift into the air was a whole set of ceremony. Many things to check. Engines, lights, wings, doors, everything.As Tobi handled the joystick, the joy kiln was kindled in the heart of a proud father.
Communication with the control tower was continuous, and lasted almost throughout the flight. As the plane lifted, and soared into the deep, azure sky, I could not see a thing. Not the foggiest thing. How do pilots do it? But there was a forest of buttons and knobs. They kept touching and pressing them. Is this what they call instrumentation? At a point, the sun streamed in powerfully, in all its brightness. And they fixed their sun visors.
“This is why pilots wear sunglasses,” Tobi told me.
As the journey progressed, memories flooded in. The plane was moving forward, but I was going back in time. I remembered that June 25, when unto me a child was born, and unto the Adesinas a son was given. When I got to the hospital, and he was brought out for me to have a look, I remember the yell he gave. Now, the tot of that day is flying a Boeing 737. What will he fly next, a 747 or Dreamliner? The wonders of our God.
Then I chuckled. What did I remember? When Tosin, my daughter was born. Tobi was already three. He had not seen as much soft drinks as on the naming ceremony day. He drank Coke, Fanta, Pepsi, Sprite, everything. Then later, he came to meet me: “Daddy, my tomach (that was how he called it) is paining me. ” I laughed, and asked why his tomach would not pain him, as I had seen him, mixing the drinks? Now, the boy is flying a plane.
I chuckled again. What is it this time? The time he was going to secondary school. A day before resumption, I had taken him to Ikeja, where we bought a pair of boots, which would be part of the school uniform. We barely got home before Tobi slipped into the boots, and for the rest of the evening, he strutted round the house in the jackboot. It was yeoman’s effort to get him to remove it at bedtime. Even then, he put the boots daintily on his bed, throughout the night.
And then, the winter night he slept with his shoes on, in Johannesburg. Lol.
Soon, the plane swung right. And Tobi pointed the runway of the Abuja airport to me. We had begun to descend earlier, and would land in eight minutes. At the dot of that time, he brought the big bird gently onto the runway. What an experience for a father!
Since that Monday, when I posted the pictures of father and son on Facebook, the thanksgiving on our behalf has been overwhelming. I thank everyone who commented, and prayed for us. May your day of joy not be postponed. Amen.
My friend and brother, Onochie Anibeze, editor of Saturday Vanguard, asked for this write up exclusively for his newspaper. I was glad to oblige. Gloating is not one of the reasons I went public about my joy. Far from it. Rather, it is out of thankfulness to God. “And they overcame him by the blood of the Lamb, and the word of their testimony.” Glad to talk about the wonders of our God.
This is my story, this is my song. May every father have cause to rejoice in his son. And on the day of that joy, may the fathers not have toothache.
I can hear the amen. Oh, glory to God.
N4.65 Trillion in the Vault, but is the Real Economy Locked Out?
BY BLAISE UDUNZE
Following the successful conclusion of the banking sector recapitalisation programme initiated in March 2024 by the Central Bank of Nigeria, the industry has raised N4.65 trillion. No doubt, this marks a significant milestone for the nation’s financial system as the exercise attracted both domestic and foreign investors, strengthened capital buffers, and reinforced regulatory confidence in the banking sector. By all prudential measures, once again, it will be said without doubt that it is a success story.
Looking at this feat closely and when weighed more critically, a more consequential question emerges, one that will ultimately determine whether this achievement becomes a genuine turning point or merely another financial milestone. Will a stronger banking sector finally translate into a more productive Nigerian economy, or will it be locked out?
This question sits at the heart of Nigeria’s long-standing economic contradiction, seeing a relatively sophisticated financial system coexisting with weak industrial output, low productivity, and persistent dependence on imports truly reflects an ironic situation. The fact remains that recapitalisation, by design, is meant to strengthen banks, enhancing their ability to absorb shocks, manage risks and support economic growth. According to the apex bank, the programme has improved capital adequacy ratios, enhanced asset quality, and reinforced financial stability. Under the leadership of Olayemi Cardoso, there has also been a shift toward stricter risk-based supervision and a phased exit from regulatory forbearance.
These are necessary reforms. A stable banking system is a prerequisite for economic development. However, the truth be told, stability alone is not sufficient because the real test of recapitalisation lies not in stronger balance sheets, but in how effectively banks channel capital into productive economic activity, sectors that create jobs, expand output and drive exports. Without this transition, recapitalisation risks becoming an exercise in financial strengthening without economic transformation.
Encouragingly, early signals from industry experts suggest that the next phase of banking reform may begin to address this long-standing gap. Analysts and practitioners are increasingly pointing to small and medium-sized enterprises (SMEs) as a key destination for recapitalisation inflows, which is a fact beyond doubt. Given that SMEs account for over 70 percent of registered businesses in Nigeria, the logic is compelling. With great expectation, as has been practicalised and established in other economies, a shift in credit allocation toward this segment could unlock job creation, stimulate domestic production, and deepen economic resilience. Yet, this expectation must be balanced with reality. Historically, and of huge concern, SMEs have received only a marginal share of total bank credit, often due to perceived risk, lack of collateral, and weak credit infrastructure.
Indeed, Nigeria’s broader financial intermediation challenge remains stark. Even as the giant of Africa, private sector credit stands at roughly 17 percent of GDP, and this is far below the sub-Saharan African average, while SMEs receive barely 1 percent of total bank lending despite contributing about half of GDP and the vast majority of employment. These figures underscore the structural disconnect between the banking system and the real economy. Recapitalisation, therefore, must be judged not only by the strength of banks but by whether it meaningfully improves this imbalance.
Nigeria’s economic challenge is not merely one of capital scarcity; it is fundamentally a problem of low productivity. Manufacturing continues to operate far below capacity, agriculture remains largely subsistence-driven, and industrial output contributes only modestly to GDP. Despite decades of banking sector expansion, credit to the real sector has remained limited relative to the size of the economy. Instead, banks have often gravitated toward safer and more profitable avenues such as government securities, treasury instruments, and short-term trading opportunities.
This is not irrational. It reflects a rational response to risk, policy signals, and market realities. However, it has created a structural imbalance in which capital circulates within the financial system without sufficiently reaching the productive economy. The result is a pattern where financial sector growth outpaces real sector development, a phenomenon widely described as financialisation without productivity gains.
At the center of this challenge is the issue of credit allocation. A recapitalised banking sector, strengthened by new capital and improved buffers, should theoretically expand lending. But this is, contrarily, because the more important question is where that lending will go. Will Nigerian banks extend long-term credit to manufacturers, finance agro-processing and value chains, and support scalable SMEs or will they continue to concentrate on low-risk government debt, prioritise foreign exchange-related gains, and maintain conservative lending practices in the face of macroeconomic uncertainty? Some of these structural questions call for immediate answers from policymakers.
Some industry voices are optimistic that the expanded capital base will translate into a broader loan book, increased investment in higher-risk sectors, and improved product offerings for depositors; this is not in doubt. There are also expectations that banks will scale operations across the continent, leveraging stronger balance sheets to expand their regional footprint. Yes, they are expected, but one thing that must be made known is that optimism alone does not guarantee transformation. The fact is that without deliberate incentives and structural reforms, capital may continue to flow toward low-risk assets rather than high-impact sectors.
Beyond lending, experts are also calling for a shift in how banking success is measured. The next phase of reform, according to the experts in their arguments, must move from capital thresholds to customer outcomes. This includes stronger consumer protection frameworks, real-time complaint management systems and more transparent regulatory oversight. A more technologically driven supervisory model, one that allows regulators to monitor customer experiences and detect systemic risks early, could play a critical role in strengthening trust and accountability within the system.
This dimension is often overlooked but deeply significant. A banking system that is well-capitalised but unresponsive to customer needs risks undermining public confidence. True financial development is not only about capital strength but also about accessibility, fairness, and service quality. Nigerians must feel the impact of recapitalisation not just in improved financial ratios, but in better banking experiences, more inclusive services, and greater economic opportunity.
The recapitalisation exercise has also attracted notable foreign participation, signaling confidence in Nigeria’s banking sector. However, confidence in banks does not necessarily translate into confidence in the broader economy. The truth is that foreign investors are typically drawn to strong regulatory frameworks, attractive returns, and market liquidity, though the facts are that these factors make Nigerian banks appealing financial assets; it must be made explicitly clear that they do not automatically reflect confidence in the country’s industrial base or productivity potential.
This distinction is critical. An economy can attract capital into its financial sector while still struggling to attract investment into productive sectors. When this happens, growth becomes financially driven rather than fundamentally anchored. The risk therefore, is that recapitalisation could deepen Nigeria’s financial markets but what benefits or gains when banks become stronger or liquid without addressing the structural weaknesses of the real economy.
It is clear and explicit that the current policy direction of the CBN reflects a strong emphasis on stability, with tightened supervision, improved transparency, and stricter prudential standards. These measures are necessary, particularly in a volatile global environment. However, there is an emerging concern that stability may be taking precedence over growth stimulation, which should also be a focal point for every economy, of which Nigeria should not be left out of the equation. Central banks in emerging markets often face a delicate balancing act and this is putting too much focus on stability, which can constrain credit expansion, while too much emphasis on growth can undermine financial discipline, as this calls for a balance.
In Nigeria’s case, the question is whether sufficient mechanisms exist to align banking sector incentives with national productivity goals. Are there enough incentives to encourage long-term lending, sector-specific financing, and innovation in credit delivery? Or does the current framework inadvertently reward risk aversion and short-term profitability?
Over the past two decades, it has been a herculean experience as Nigeria’s economic trajectory suggests a growing disconnect between the financial sector and the real economy. Banks have become larger, more sophisticated and more profitable, yet the irony is that the broader economy continues to struggle with high unemployment, low industrial output, and limited export diversification. This divergence reflects the structural risk of financialization, a condition in which financial activities expand without a corresponding increase in real economic productivity.
If not carefully managed, recapitalisation could reinforce this trend. With more capital at their disposal, banks may simply scale existing business models, expanding financial activities that generate returns without contributing meaningfully to production. The point is that this is not solely a failure of the banking sector; it is a systemic issue shaped by policy design, regulatory priorities, and market incentives, which needs the urgent attention of policymakers.
Meanwhile, for recapitalisation to achieve its intended purpose and truly work, it must be accompanied by a deliberate shift or intentional policy change from capital accumulation to productivity enhancement and the economy to produce more goods and services efficiently. This begins with creating stronger incentives for real sector lending with differentiated capital requirements based on sector exposure, credit guarantees for high-impact industries, and interest rate support for priority sectors can encourage banks to channel funds into productive areas and this must be driven and implemented by the apex bank to harness the gains of recapitalisation.
This transformative process is not only saddled with the CBN, but the Development finance institutions also have a critical role to play in de-risking long-term investments, making it easier for commercial banks to participate in financing projects that drive economic growth. At the same time, one of the missing pieces that must be taken into cognizance is that regulatory frameworks should discourage excessive concentration in risk-free assets. No doubt, banks thrive in profitability, as government securities remain important; overreliance on them can crowd out private sector credit and limit economic expansion.
Innovation in financial products is equally essential. Traditional lending models often fail to meet the needs of SMEs and emerging industries as this has continued to hinder growth. Banks must explore new approaches, including digital lending platforms, supply chain financing, and blended finance solutions that can unlock new growth opportunities, while they extend their tentacles by saturating the retail space just like fintech.
Accountability must also be embedded in the system. One fact is that if recapitalisation is justified as a tool for economic growth, then its outcomes and gains must be measurable and not obscure. Increased credit to productive sectors, higher industrial output and job creation should serve as key indicators of success. Without such metrics, the exercise risks being judged solely by financial indicators rather than its real economic impact.
The completion of the recapitalisation programme represents more than a regulatory achievement; it is a defining moment for Nigeria’s economic future. The country now has a banking sector that is better capitalised, more resilient, and more attractive to investors. These are important gains, but they are not ends in themselves.
The ultimate objective is to build an economy that is productive, diversified, and inclusive. Achieving this requires more than strong banks; it requires banks that actively power economic transformation.
The N4.65 trillion recapitalisation is a significant step forward. It strengthens the foundation of Nigeria’s financial system and enhances its capacity to support growth. However, capacity alone is not enough and truly not enough if the gains of recapitalisation are to be harnessed to the latter. What matters now is how that capacity is deployed.
Some of the critical questions for urgent attention are as follows: Will banks rise to the challenge of financing Nigeria’s productive sectors, particularly SMEs that form the backbone of the economy? Will policymakers create the right incentives to ensure credit flows where it is most needed? Will the financial system evolve from a focus on profitability to a broader commitment to the economic purpose of fostering a more productive Nigerian economy and the $1 trillion target?
The above questions are relevant because they will determine whether recapitalisation becomes a catalyst for change or a missed opportunity if not taken into cognizance. A well-capitalised banking sector is not the destination; it is the starting point. The real journey lies in building an economy where capital works, productivity rises, and growth becomes both sustainable and inclusive.
Blaise, a journalist and PR professional, writes from Lagos and can be reached via: [email protected]
Precision and Heritage: How Fifi Stitches Is Rewriting African Fashion Narratives
A Nigerian-born designer is gradually carving out a cross-continental footprint in contemporary fashion, blending African textile heritage with British technical discipline.
Esther Fiyinfoluwa Adeosun, Founder and Creative Director of Fifi Stitches, is gaining recognition for structured womenswear and bridal couture that reinterprets traditional fabrics through architectural tailoring and precision construction.
Born in Ibadan, Oyo State, Adeosun’s fashion journey began at home, seated beside her mother’s sewing machine. What started as childhood curiosity, sometimes jamming the machine just to understand its mechanics—evolved into a disciplined design practice now operating between Nigeria and the United Kingdom.
During an interview with journalists the fifi Stitches once mentioned “I was fascinated by how flat fabric could transform into something structured and meaningful”.
In her Story , early designs made for her family, though imperfectly finished, were worn with pride—an encouragement that laid the foundation for her professional confidence.
Today, Fifi Stitches is recognised for sculpted bodices, controlled tailoring, corsetry construction, and the contemporary reinterpretation of Ankara, Aso Oke, and Adire textiles.
The brand challenges the long-held perception that African fabrics belong solely in ceremonial contexts, instead positioning them within global luxury and modern design spaces.
Adeosun’s training reflects this dual perspective. She studied Fashion Design and Entrepreneurship at the Institute for Entrepreneurship and Development Studies, Obafemi Awolowo University, and earned a Diploma in Fashion Design through Alison Online.
In the UK, she undertook industry-focused technical training with Fashion-Enter Ltd and gained fashion business exposure through Fashion Capital UK.
Her technical expertise spans pattern drafting, draping, garment technology, structured tailoring, corsetry, and bespoke fittings—skills she describes as central to credibility in fashion. “Precision builds trust,” she says. “A designer must understand construction as deeply as creativity.”
Fifi Stitches has showcased collections at the Suffolk Fashion Show, Liverpool Fashion Show – FB Fashion Ball, Red Carpet Fashion Event in London, and through editorial features in London Runway Magazine.
The brand has also received coverage in The Guardian Nigeria and Vanguard Allure, expanding its visibility across markets.
Beyond couture, Adeosun integrates community impact into her practice.
She has facilitated garment construction workshops, draping sessions, and introductory training programmes for women and emerging creatives, promoting fashion as both artistic expression and vocational empowerment.
Fifi Stcithes Boss operates between Nigeria and the UK, in order to continue to shape her brand identity.
According to her “Nigeria provides cultural richness and expressive textile traditions, while the UK offers structured production systems, sustainability conversations, and institutional frameworks”.
Looking ahead, Adeosun said she plan to establish a fully structured fashion house spanning Africa and the UK, develop scalable production partnerships, launch capsule collections, and expand independent editorial visibility.
Her broader ambition is clear: to position African textile craftsmanship within global contemporary design conversations—through structure, discipline, and technical excellence.
GTCO Launches “Take on Squad” Hackathon 3.0, Opens Call for Applications
Guaranty Trust Holding Company Plc (“GTCO” or the “Group”) has announced the launch of “Take on Squad” Hackathon 3.0, reaffirming its commitment to fostering innovation, empowering talent, and supporting the development of technology-driven solutions that address real-world challenges across Africa.
Now in its third edition, the Hackathon brings together developers, designers and entrepreneurs across Nigeria in a collaborative environment to build practical solutions across key sectors including financial services, healthcare, commerce and digital inclusion. Under the theme “Smart Systems: The Intelligent Economy,” participants are challenged to design and build intelligent, data-driven solutions that transform how communities engage with money.
Applications are now open, and interested teams can find full guidelines and registration details on the official portal at https://squadco.com/hackathon.
Speaking on the initiative, Eduophon Japhet, Managing Director of HabariPay, stated: “Today’s dynamic, digitally driven world demands continuous innovation, which is shaping how economies grow, how businesses scale, and how societies evolve. Through “Take on Squad” Hackathon, we are deliberately investing in the ideas and talent that will define the future. Our objective is not simply to encourage innovation, but to enable its translation into scalable solutions that deliver real and measurable impact. This reflects GTCO’s role as a financial services platform that connects capital, capability, and creativity to drive sustainable progress.”
The social coding event remains a cornerstone of HabariPay’s mission to foster creativity and problem-solving among emerging tech talents. Competing teams will leverage Squad’s advanced APIs to create scalable digital tools that address everyday challenges faced by businesses and individuals.
Through initiatives such as this, GTCO continues to position itself at the intersection of finance, technology and enterprise, actively shaping the future of digital transformation in Africa.
About HabariPay
HabariPay Ltd is the fintech subsidiary of Guaranty Trust Holding Company Plc (GTCO), one of the largest financial services institutions in Africa with direct and indirect investments in a network of operating entities located in 10 countries across Africa and the United Kingdom.
Licensed by the Central Bank of Nigeria (CBN), our goal is to support SMEs, micro merchants, large corporations and other fintechs (Tech Stars) with the tools they need to thrive in an evolving digital economy and expand beyond their current market reach. HabariPay’s solutions include Squad, a full-scale digital payments toolkit to make in-person and online payments simpler, HabariPay Storefront, an e-commerce website to facilitate online purchases, Value-Added Services to help merchants access cost-effective and flexible airtime and data bundles to run their businesses, as well as a switching infrastructure that enables tech-focused businesses to optimise cost and make transactions more efficient.
HabariPay’s contributions to Accelerating Digital Acceptance in Africa have not gone unnoticed–it received Mastercard’s Innovative Mobile Payment Solution Award at TIA 2022 for its innovative payment solution, SquadPOS.
About Squad
Squad is a complete digital payments solution that is reliable, secure, and affordable, making receiving in-person and online payments simpler and convenient.
Thousands of merchants currently leverage Squad’s payment solutions for their daily business operations. Squad’s current products and service offerings include SquadPOS, Squad Payment Links, Squad Virtual Accounts, USSD, and E-Commerce Storefront.
Find out more at www.squadco.com.
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