The Department of State Services has arrested the Senator representing (DSS) Abia South in the Senate, Senator Eyinnaya Abaribe.
He was arrested in Abuja on Friday at a popular hotel located at Maitama District.
STAY TUNED FOR MORE DETAILS…….
The Department of State Services has arrested the Senator representing (DSS) Abia South in the Senate, Senator Eyinnaya Abaribe.
He was arrested in Abuja on Friday at a popular hotel located at Maitama District.
STAY TUNED FOR MORE DETAILS…….
Governor Willie Obiano of Anambra State has set aside ₦765,000,000 for commercial motorcyclists in the state to enable them to purchase shuttle buses following the government’s decision to restrict them from operating in Awka, the state capital, and Onitsha, the Southeast commercial hub, from July 1.
The funds will be accessed through the Anambra State Small Business Agency (ASBA).
Existing commercial motorcyclists, popularly known as Okada operators, will take delivery of the buses once they deposit ₦100,000 with ASBA, undertaking to make payments every two weeks, according to the Anambra State Commissioner for Information and Public Enlightenment, Mr C. Don Adinuba, who disclosed that the interest-free loan can be repaid within a year and a half.
The shuttle buses will cost between ₦700,000 and ₦800,000 each.
The first set of 200 units of the 1000 buses in the scheme will arrive in the state anytime from now from Japan.
Mr Adinuba, in a statement, said that the Obano administration decided to phase out Okada operations in Awka and Onitsha so as to economically empower the operators and quicken the process of turning the state into a modern place like Dubai.
“A situation where some members of the public have been made to believe that they cannot rise beyond the level of Okada riders is unfair and offends good conscience”, the commissioner noted.
“Governor Obiano wants commercial motorcyclists to get to the next level by becoming bus owners.
“Bus ownership will generate far more revenues for the present Okada riders because whereas a motorcyclist is not allowed to have more than one passenger at a time, a shuttle bus can carry as many as seven passengers”.
Adinuba said that another reason for the decision to phase out Okada operations in the stae’s two leading cities is the plan to make Anambra State the “Dubai of Africa within the next few decades, a status which no place can attain by making Okada dominate the entire landscape”.
He also stated that the high rate of serious road accidents involving Okada riders and their passengers is another reason for the restriction.
He declared: “Up to 70% of accident cases in orthopaedic and other hospitals in Anambra State and beyond involve commercial motorcycle crashes, and it is not right for any government which cares for the welfare and future of its citizens not to do anything about this phenomenon considering that the safety of every individual is the primary constitutional responsibility of the state”.
What is more, he continued, “many robberies and other violent crimes throughout Nigeria have been traced to people using commercial motorcycles. We do not want anything which can compromise our hard earned reputation as Nigeria’s safest state”.
The Information Commissioner disclosed that Anamba did not follow other Southeastern states to restrict Okada operations when they did because Obiano was developing a scheme to “provide the people of the state with superior services and make the Okada operators more productive agents of our economy.
“The delay is worth it because Governor Obiano did not want the Okada operators to be out of employment. What is more, we are today proud of our record as perhaps the only government in Nigeria’s history to provide Okada riders with buses”.
Meanwhile, the Anambra State empowerment programme for commercial motorcyclists has been generating reactions.
The chairman of the Okada Riders Association in the state, Jude Udegbe, described it “as another evidence of Obiano’s humane nature” while the chairman of the state branch of the Nigeria Labour Congress (NLC), Comrade Jerry Nnubia, called it a welcome development “which has the potential to dramatically improve the lives of Okada operators and reduce the crime rate in our state”.
The chairman of the Trade Union Congress (TUC) in the state, Comrade Ifeanyi Okechukwu, said it shows that “the governor’s second tenure will witness a radical improvement in all sectors”.
Cattle Ranch: PDP Calls For Caution
The Peoples Democratic Party (PDP) charges the Federal Government to exercise caution over its plan to establish cattle ranches in some parts of the country and hold enough consultations, so as not to escalate the same problems it claims to be addressing.
The party notes that the situation has already generated discordant tunes and acrimony among major stakeholders, groups and states across the country, particularly relating to issues of funding and land ownership.
The PDP is particularly worried by the lack of adequate consultations by the Federal Government resulting in the disagreements that have trailed the plan, especially along ethnic divides.
The party calls on the Federal Government to get its acts together and follow all due processes, as stipulated by the laws and 1999 constitution (as amended) regarding this issue, in order to eliminate the current disagreements being generated.
The PDP holds that the nation has witnessed enough disagreements, violence and bloodletting, as such all measures must be put in place to avert fresh crisis.
National Publicity Secretary
Lai said that his party has performed and would go on to win the elections without having to spend so much.
Speaking to the TheCable on how the APC intends to fund the 2019 national elections, and control how much other parties in the country spend on elections, the minister said it is the responsibility of the Independent National Electoral Commission (INEC) to monitor campaign expenditurespending.
“INEC is the statutory body saddled with the responsibility of monitoring campaign expenditure, but one thing I can assure you is that for us, 2019 election will probably be the least expensive for us, because we have performed, we have delivered,” he said.
“Just talking to you now, we feed 8.2 million pupils everyday, one free meal a day, they have parents. I just told you what we’ve done in infrastructure.
“I was about to tell you what we have achieved in tackling insecurity. When we came in in 2015, 20 out of 27 local governments in Borno state alone were under the influence of Boko Haram, today not a single local government in the entire northeast.”
Elections in Nigeria are reckoned to be one of the most expensive in the world by both national and international researchers and commentators.
A research published in the Journal for African Elections revealed that the 2011 elections cost over N566 billion, more than two percent of the country’s gross domestic product.
Daily Trust estimates that elections expenditure in Nigeria has grown from a little over N1 billion in 1999 to over N100 billion in 2015, surpassing the cost of election in India, the world’s largest democracy.
Bolade Eyinla, chief technical adviser to the INEC chairman, had said the 2015 elections had a core cost of $547 million and a total cost of about $1.5 billion to $2 billion.
culled from TheCable
My name is Dr. Lloyd A. Atabansi, a seasoned Business professional with strong proven skills in Operations & Technology, and had served as an Information Technology & Operations Executive at Ecobank Transnational Incorporated (ETI). Within the ETI Group, I served in a dual role as the Group’s MD/CEO of eProcess International SA, a subsidiary of ETI, responsible for providing all centralized operations & technology services across the 34 Countries within the Ecobank Group (Africa, Middle East, and Europe). Prior to this, I served as the Group CIO/CTO for Ecobank Group. Before joining ETI, I was formerly a Group Head of FINBANK, now First City Monument Bank (FCMB), where I was seconded as the Managing Director/CEO of Transcend Technologies Limited, the Technology subsidiary of the Group based in Lagos, Nigeria, and same for its sister company; First Inland Online Limited (FIOL), based in Accra, Ghana. Prior to this, I was formerly the Managing Director/CEO for Hewlett-Packard (HP) Nigeria, where I had full oversight responsibilities for sales growth, business development, and marketing strategy for both Anglo & Franco-phone markets in West Africa. Before HP, I was an Associate Director/Partner for Accenture, responsible for all Technology operations in serving Accenture Clients in Wholesale & Retail, Products, Communications & Hi-Tech (C&HT), Financial Services (Banking), and Oil & Gas industries. Whilst I was in Accenture, I consulted for Fortune 500 companies in the USA, UK and leading organizations in Nigeria, helping organizations leverage IT for competitive advantage. I was rated in the top tier amongst my peers in the Accenture Leadership Survey.
Prior to joining Accenture, I worked for Arthur Andersen (Andersen Worldwide) in the USA, where I served in a dual role. First, as a Director; where I headed the Advanced Technology Group (ATG) in the South West Region (SWR) of the USA. Second, I double hatted as the Gulf Coast Market Circle leader for Financial Services at Arthur Andersen driving business operations in the South west region (SWR) of the USA.
Prior to joining Andersen Worldwide, I was an Executive Consultant with IBM Global Services (IGS), located in Bethesda, Maryland, USA, where I was the Principal Lead in the Business Intelligence Services (BIS) practice, covering North America. And before IBM, I worked for Price Waterhouse Coopers (PWC), as a Senior Consultant, located in Washington, D.C., where I was part of the Office of Government Services (OGS) Practice, leading and deploying technology & financial services solutions and projects for the United States Federal Government in Washington, D.C.
I have almost 30 years of experience serving clients in the Financial Services (Banking, Brokerage firms and Discount Houses), Products (Wholesale & Retail), Manufacturing, Energy (Oil & Gas), and Communications & Hi-Tech industries in the United States, Europe & Africa.
Lloyd A. Atabansi, PhD
Summary Job Experience
Ecobank Transnational Incorporated (ETI), Lome, Togo, (April 2014 to Sept. 2016)
TITLE: Information Technology & Operations Executive, eProcess International SA, Accra, Ghana, a Subsidiary of the ETI Group
In my last Executive role, I worked collaboratively with key business stakeholders and vendors/solution partners to achieve the vision & mission of Ecobank Group in providing centralized services across the Group. This involved enhancing performance through application of process improvement, technology optimization and careful planning and utilization by leveraging alliances that enhanced the achievement of business objectives. Provided direction in Information & Cyber Security, IT services, asset management, IT optimization, backup recovery, high availability, change management, cloud computing, mobile computing and custom software development. I have experience in the telecommunications, financial services, software distribution with a broad understanding of enterprise IT systems, solutions, and operations.
Drove global operational performance through a focus on:
❖ Information & Cyber Security: Security incident & event monitoring, Vulnerability assessment, Security forensic & Investigation services, Cyber security Penetration Testing, Cyber security consulting service, BCM services, Security Operations Center (SOC)
❖ Streamlining Operations; aligning technology innovation with operational demands to improve performance metrics, quality of deliverables and bottom line ROI at the lowest marginal risk
❖ Resourcing Budgeting & Planning: Identifying, acquiring and allocating all resources (capital, technology, and human) in ways that will gain the most value for the company while enhancing individual, team and organizational performance. Responsible for managing and delivering reliable and high level technology services to Ecobank customers in a stable, secure and controlled environment within agreed costs. I was responsible for the design, build, rollout, performance and enhancements of all technology infrastructure and applications, and my primary focus was on delivering superior quality services to Ecobank customers and employees
❖ Product/Service Delivery and Support: Ensuring that all stakeholders, whether internal or external, are valued by the company through a clear understanding of their needs, identification of challenges and open communication of solutions that will generate win/win outcomes
❖ Product Innovations: Moved the technology subsidiary of the Group into the future through innovation, evaluation and integration of new technologies that expedited the company’s position as a technology leader in its industry segment
❖ Business Development: Expanded company revenue by identifying market opportunities and building key partnerships to deliver value to emerging markets
Core Competencies and Achievements are as follows:
INFORMATION & CYBER SECURITY OVERSIGHT
❖ Responsible for Information & Cyber security across the Group, I developed the strategy to provide data security to the Group through the Security Operations Center (SOC) located in Accra, Ghana for all 34 Affiliates and millions of customers across Africa.
❖ Implemented remote forensic capacity to 11,000 machines across the group
❖ Enforced USB policy restrictions across the group with a waiver management process in place for business legitimate needs.
❖ Initiated the roll out of laptop and desktop encryption as part of the Cyber security to safe guard customer data from leaving Ecobank premises across Africa.
❖ Implemented Cyber Security procedures and distributed across the 34 Ecobank Affiliates in Africa to enable a standardized assessment of information security across Ecobank branches.
❖ Concluded an engagement deal with IBM for Groupwide Identity and Access Management (IAM) solution to secure and manage staff identities (Usernames, Passwords, etc.,)
❖ Conducted Penetration testing for all digital branches across the 34 Ecobank affiliates for the millions of customers all over Africa.
❖ Shutdown of 12 phishing sites attempting defraud Ecobank Customers, and implemented Trusteer Rapport (protected) security solution for Retail Internet Banking (RIB).
DATA CENTER DEVELOPMENT & OPERATIONS OVERSIGHT
❖ $30 million investment in security infrastructure optimized by working with an multi-national ICT Vendors in designing and building a highly available and secure disaster management centers in London, Lome, Accra & Lagos.
❖ 57% decrease in data center operations costs satisfied while enhancing systems availability and performance by consolidating the data centers and implementing organizational change management.
VENDOR / PARTNER RELATIONS & CONTRACT NEGOTIATIONS
❖ 59% labor savings and a 40% jump in revenue attained for the life safety building inspection and reporting tool by managing key partners and negotiating solutions.
❖ $120 million of revenue delivered in IT infrastructure and consulting services, customized application solutions, and enterprise IT solutions to the Parent Company through establishing key customer, vendor and partner relationships, and providing hands on management of project from requirements through production implementation and maintenance.
❖ $68 million in revenue achieved by developing and managing a value-added industry reseller agreement with several IT companies.
INTEGRATING TECHNOLOGY & SCALABLE BUSINESS SOLUTIONS
❖ $22 million in annual savings created by evaluating, devising and migrating services from a hosted provider to an in-house development solution
❖ 23% reduction in operations costs generated by integrating low energy devices and sensors with mobile inspection software to streamline processes and automate reporting.
❖ Responsible for administering all 3 Data Centers across the Group; Accra, Lome, London, and Lagos, and led the deployment of the following applications across the Group; Mobile Money projects, CRM Phase 2 (CIB), Migration to Oracle 11G, Instant Cards, Postilion upgrade, CR2 BANKWORLD OMNI CHANNEL, IAM (Identity Management Project), Trade Back Office, GRM – Group Risk Management Software, Group Mobile Financial Services on USSD (Mobile Banking , Mobile Money)
OPERATIONS PERFORMANCE IMPROVEMENT / METRICS
❖ 18% reduction in the lifecycle management of 24,000 desktop assets accomplished by installing automated discovery, security, release management and deployment technologies across the Group covering 36 countries.
❖ 24% decrease in problem identification time and a 22% improvement in the average incident response time achieved by collaborating with special regions to define vital emergency response metrics, assets, procedures and processes and implementing into a virtual portal.
COST / MARGIN OPTIMIZATION IN GLOBAL MARKETS
❖ 40% decrease in costs achieved while maintaining standard pricing levels by innovating new technologies and improving processes.
STRATEGIC / TACTICAL PLANNING & EXECUTION
❖ 64% spike in annual software revenue obtained by strategically expanding, developing and delivering a cross-industry mobile solution.
❖ 34% decrease in bridge and highway design costs cultivated for international highway authority by applying the strategic architecture, design and implementation of a thorough civil engineering solution.
❖ 28% drop in operational costs and a 25% boost in average sales increase per store reached by planning, integrating and delivering an advanced inventory search and maintenance utility.
TEAM DEVELOPMENT / RESOURCE PLANNING & ALLOCATION
❖ 85% departmental utilization, 70% personal billing, a 35% year-to-year growth in revenue and a 30% gross profit sustained by continually analyzing the market within the Group of Banks across 36 countries, defining skills requirements, applying knowledge-based training, building vendor relationships, planning and allocating resources.
❖ Charged with managing a team of over 400 plus professionals across the Group in providing operations, technology, Telecoms, & information security services to the 36 Banking Affiliates. I was responsible for all stabilization across all 13 mission critical services across the Group. Responsible for driving the Bank’s Digitalization program including Mobile payments, Rapid transfer, Internet Banking on Web & mobile, Western Union on Retail Internet Banking on Web & Mobile.
Ecobank Transnational Incorporated (ETI), Lome, Togo, (July 2012 to April 2014)
TITLE: Group CTO/CIO, Accra, Ghana
High-energy, ROI-focused technology leader who approached IT from a business mindset to drive critical initiatives aligned with business objectives. Being a motivational leader, I was able to create the true team culture and led by example in achieving remarkable results by generating positive performance improvements and drive through:
❖ Defining Opportunities for Change: Working closing with functional heads & Country MDs to determine and address operational weaknesses that corrected can lead to significant improvements through leveraging technology.
❖ Developing the Business Case: Collaborating with other business leaders, analyzing the needs, identifying the available resources, negotiating priorities, and gaining buy-in for the desired corporate objectives.
❖ Deploying People/Resources: Collaborating with other business leaders, analyzing the needs, identifying the available resources, negotiating priorities, and gaining buy-in for the desired corporate objectives.
❖ Reviewing Processes over Time: Constantly reflecting on the details of the business operation to determine additional areas of improvement, and consistently maximize the profitability of the operation.
Core Competencies and Achievements are as follows:
CROSS-FUNCTIONAL COLLABORATION / LEADERSHIP
❖ Improved the prioritization, funding, tracking and budget accountability between business and Group IT divisions across the 36 subsidiaries by developing and implementing formal engagement processes.
❖ Secured the support of some of the 36 country Apex banks personnel to use technology by implementing the mainframe system and holding several corresponding training seminars.
❖ Responsible for delivering the IT Strategy, the operational service management strategy for Ecobank and defining the IT Transformation Program for the Group.
INFORMATION & DATA SECURITY
❖ Data Security: Implemented the centralization of technology services for the increase of data security, which led to enhancing the security, and privacy for the storage and distribution of sensitive data that reduced the chance of data loss, data compromise, and computer threats from internal and external sources.
STRATEGIC PLANNING / TACTICAL EXECUTION
❖ Streamlined business analysis and retired more than 100 redundant Excel spreadsheets by implementing the Group’s first-ever enterprise data warehouse.
❖ Network Management, Management of IT Operations, Solution Development & Delivery, and Relationship & People Management for all Technology operations for Ecobank Group.
INTEGRATING TECHNOLOGY AND BUSINESS SOLUTIONS
❖ Led an Enterprise Data Warehouse project implementation, which contributed to hundreds of thousands in cut labor costs across multiple brands.
❖ $1.3 million reduction to operating costs achieved annually as a result of restructuring data reporting processes. delivering critical systems/infrastructure stabilization and upgrade projects including large scale power infrastructure upgrades across the Corporate Primary and Disaster Recovery Data Centers, systems performance enhancements and stabilization, standards-based wide area networks rollouts, a cost reduction-oriented platform migration, and the upgrade/verifiable operationalization of a Corporate Disaster Recovery Centre, aligning IT with a corporate Business Continuity Planning initiative.
MAXIMIXING VENDOR RELATIONS / NEGOTIATIONS
❖ Reduced man-hours by 57% after reviewing and attaining an agreement to the costing and assorting business case.
❖ $2 million saved by negotiating a resolution to unapproved, key changes in a vendor contract.
LEVERAGING CUSTOMER EXPERIENCE / CRM
❖ Eliminated 35% of the company’s contract costs by persuading Executive management to adopt a new CRM system.
❖ 47% increase in market penetration achieved by implementing best-of- breed CRM system.
TEAM RECRUITMENT / DEVELOPMENT / DEPLOYMENT
❖ Successfully built 100% of the division’s IT group from scratch, including job descriptions, competencies and success planning.
❖ Recruited an effective team to conduct a complete makeover of IT engagement practices to address informal, unplanned and unbudgeted IT projects.
❖ Effectively trained six senior-level direct reports on capital / baseline budget management and when to in-source and outsource projects.
❖ Trained multiple junior consultants on C&L’s process reengineering methodology, project management and improved team estimating of project deliverables.
FINANCIAL PERFORMACE OPTMIZATION / ROI
❖ Contributed to $5 million in revenue growth by delivering strategic efforts and excellent project implementation skills.
❖ Wrote excellent business cases in partnership with Vendors and the Business units (Domestic, Retail, Corporate & Tresury) that led to the highest recorded ROIs for the company.
BUSINESS PROCESS REENGINEERING / KPIS
❖ $2.3 million savings generated by reducing complex financial reporting processes in order to achieve difficult staff reductions.
❖ Eliminated 23% of product manufacturing costs by implementing Ariba, a new online e-sourcing tool at the company. In the Group CTO/CIO role, I also put in place a continuous improvement program of initiatives based on best practice IT Service Management practices. I led the deployment of the following applications for the Group: Flexcube version 7, Kastle (Loan Application), Oracle CRM (For Domestic & Corporate Investment Bank), Oracle Taleo & HrHUB, Gasper for ATMs, Rapid Transfer on alternate channels, Treasury F2B & ALM, Windows 7 ATMs.
❖ Designed and implemented a Group IT governance and organization model for IT, creating strong alignment between IT priorities and business strategy. Built IT infrastructure capability to achieve 99.95% availability of core systems and 94% for ATM network.
❖ In 2013, defined the IT transformation and streamlined investment plan that is on-going to successfully deliver the Group 5 year strategy. Defined a prioritized IT change portfolio, enterprise architecture that has supported the growth of the Bank to a leading international bank in Africa.
❖ Successfully led the completion and the migration of 371 Oceanic Bank branches from Finacle to Flexcube at ENG in 3 months.
❖ Technology Stabilization Program was implemented in response to growing business concerns around the robustness and reliability of the existing technology platform. Key objectives were to stabilize the technology platform to achieve a service availability of 99.95%, build strong skill capacity, and build 24×7 support & monitoring capability to ensure Technology stability across all systems. This is currently at 92% completion with budget expenditure at 63%. This project has contributed to positive financial results across the group, whilst we continue to improve our NPS in line with our strategic objective.
❖ Successfully stabilized critical services such as Omni, RIB, Rapid Transfer, Bank Collect, and successfully deployed CRM, and other non-core systems to the Group.
❖ Successful launch of OmniFlow platforms for following 18 affiliates has already been deployed with the optimized version of OmniFlow: ECM, ENG, ECF, EGA, ETD, ERW, EGW, EBF, EGN, ECG, ESN ESL, EBI, ELR, EUG, EZW, ECI, EGM & there has not been any complaint related to the performance or instability from their end as well.. Successfully integrated all International Subsidiaries. Stabilized core banking and IT platforms in all countries with no critical issues and high availability over 99.95%.
❖ Symantec HA/DR Project is a program of sub projects to ensure High Availability, Disaster Recovery and Data protection across all infrastructure platforms. The project is completed for key systems hosted in the Centre covering services in Accra and London. The next stage is to complete the same for critical systems hosted in the local affiliates. The expectation is to ensure automatic service availability and reliability between the affiliates HQ and their respective in-country DR sites. Services benefiting this solution include for Flexcube, RIB, CMS, Rapid Transfer, Exchange and Postilion. The objective is to provide a better Recovery Time Objective (RTO) and Recovery Point Objective (RPO).
❖ Group Windows 7 Roll-Out is now completed in 85% of affiliates and should be finalized by end of the year (with the exception of ENG) which is planned to complete in Q1, 2014. The standardization exercise is to reduce our TCO and optimize costs relating to operational support.
❖ Achieved significant reductions in costs with technology and culture change in using integrated collaboration with video and telephony communications with significant cost savings.
❖ Achieved significant operations and systems improvements to take branch systems availability to 99.5% and performance at over 90%, by addressing core people, process and systems capability.
❖ Defined and implemented the strategy for corporate electronic payments and cash management, propelling the bank to be a leader in the space.
Operational Efficiency and Process Control
❖ Established a Command Centre in Ghana & Nigeria: To provide BCP for critical service monitoring.
❖ Development of Service dashboard within the Accra Command Centre. This is used to provide visibility by service for all critical services like Flexcube, swift, AML, Omni, etc.
❖ Optimized processes to perform effective monitoring of Flexbranch across all affiliates. This enables full visibility of platforms supporting the flexbranch at affiliates.
❖ Performed Disaster Recovery tests for 9 business critical services. Single instances of each of the services were run to prove operational functionality working from the London DC. Whilst we were not able to accommodate all services working concurrently, the objective of proving DR capability was achieved. Live switchover tests for Flexcube CBA for CEEAC, EAC, CEEAC, SADC and WAMZ clusters was carried out successfully in weekends of October 2013. On these particular days, banking services for the CEEAC, EAC, CEEAC, SADC and WAMZ clusters were successfully rendered through the IT Infrastructure in London.
❖ Mcafee Antivirus has been successfully deployed across all affiliates. This has ensured that we are maintaining a consistent positive IT security posture across the Group.
FCMB/FINBANK PLC, Lagos (March 2008 – March 2011)
Title: Managing Director/CEO for TTL & FIOL
❖ Lloyd was hired into the current FCMB and former FINBANK Plc., As a Group Head and joined the Board of Directors of First Inland Online Limited Nigeria as MD/CEO to manage the Bank Group’s 2 Mobile Payment subsidiaries; A) Transcend Technologies Limited (TTL), located in Lagos, and B) First Inland Online Ltd (FIOL), located in Accra, Ghana. Both subsidiaries were setup by FINBANK Plc to manage the Group’s Flashmecash/Electronic Funds Transfer (EFT)/Mobile Payment solutions & ATM/Card services in Lagos and in Accra. Flashmecash is FINBANK’s flagship front-end mobile payment application that uses GSM phones, POS and the Web for payment services.
❖ Under his direction & leadership, he defined the Bank’s strategic direction for its payment systems vision, and developed a clear cut roadmap for its actualization. He improved the Group’s payments business model to ensure that it attained its leadership position as the leading payment services institution in Nigeria. He achieved this by supervising the implementation & deployment effort of FINBANK and Microsoft’s re-engineering efforts of providing the CBN framework for elevating the level of efficiency in funds transfer within Mobile Monitor (renamed Mobile Switch or M-Switch), FINBANK’s Back-end mobile payment switching infrastructure.
❖ He defined and implemented the overall marketing, business development & IT strategy of connecting FINBANK’s customer base which comprised of federal & state agencies/parastatals, financial institutions, discount houses & brokerage firms, and SME’s in Nigeria and Ghana to the Mobile Switch platform so that they can use the Flashmecash/EFT/Mobile Payment solutions, including ATM/Card and POS services.
❖ Led the overall sales effort across the 2 subsidiaries by aligning sales objectives and marketing programs to FINBANK’s objectives as a service oriented institution by leveraging on the bank’s customer service department in targeting the banked and unbanked customers located in Nigeria & Ghana in using the Flashmecash/EFT/Mobile Payment solutions and other payment services and increase the revenue portfolio for FINBANK Plc.
❖ He had fiduciary responsibility for Profit & Loss, including managing budgets, instituting compliance & credit risk monitoring and fiscal control measures for effective financial control for both companies in Nigeria and Ghana, and with continuous improvement, defined an operational roadmap that enabled both subsidiaries to ensure maximum productivity and revenue.
❖ He worked and built relationships with other banks in Nigeria, Ghana, and the UK, and established business partners, such as MasterCard, Visa, Interswitch, amongst others.
❖ He worked with the Bank’s e-Channels, e-Banking and IT departments and fine tuned automated processes involving NIBSS settlement of payment & reconciliation, funds transfer between banks, and card companies.
Hewlett-Packard Nigeria Limited, January 2006 – February 2008, Lagos, Nigeria
Title: Managing Director/CEO, covering West Africa,
❖ Appointed as a member of the Board of Directors of HP Nigeria, Lloyd, hired as the MD/CEO led strategy for HP Business Development, proposing and implementing sales and marketing strategies to lead to the achievement of sales targets, and revenue generation. Generated 25% growth in 2 years, carrying 28% of overall Africa sales, contributing to HP’s status as #1 IT country in Africa. Recognized by Information Technology Association of Nigeria (ITAN) for Performance Award for 2007. This was for West Africa. Also responsible for Profit & Loss for the Business.
❖ He led and developed region performance to maximize the positive contribution made to the overall business results, and held specific responsibility for all Hewlett-Packard business performance within the Country, and led all IT initiatives across the Financial Services (Banks & Insurance companies), Telecommunications & Hi-Tech, Manufacturing & Distribution and Public Sector customers. He built & maintained successful relationships with all Country stakeholders; with specific focus on key Partners.
❖ He sponsored and facilitated Africa and Internal Sales Europe (ISE) projects to enhance business performance, both within Technology Solutions Group (TSG) and with shared services across Business Groups, and acted as the ambassador for HP at an African level. He led the deployment of top end HP Superdome servers, blade servers in several Nigerian and Ghanaian Banks. He also led the business transformation, IT assessment, strategies, planning and IT development initiatives across some Banks within the Financial Services industry, including Telco, Manufacturing, and Public Sector verticals in West Africa.
❖ He managed a team of over 130 employees (including contract staff) within HP West Africa to drive the sales effort and systems integration effort across all vertical industries.
Accenture, May 2002 to December 2005 – Accenture, Lagos, Nigeria
Title: Associate Director/Partner
❖ In June 2002, Accenture Nigeria hired and relocated Lloyd from Dallas to Lagos to head Accenture Technology Solutions (ATS) and Accenture Technology Infrastructure Services (ATIS) for Nigeria. In this role, he got involved in the electronics payments & settlement mechanisms in Nigeria. From the onset in 2002, he worked with the Accenture Financial Services (FS) practice to promote inter-bank payments and settlement mechanisms across the banking industry in Nigeria, for the following Banks; First Bank of Nigeria (FBN), where he led the deployment of Finacle for 400+ Branches; GTB, Diamond Bank, UBA, Central Bank of Nigeria (CBN), and others.
❖ From July 2004 to December 2004, Lloyd led the delivery of an IT Transformation blueprint for Guinness Nigeria Plc. (GNPlc). This involved a diagnostic and design phase and culminated in the delivery of an IT blueprint and roadmap for implementation. The project team was a mixture of GNPlc functional leaders, McKinsey & Co., team leaders from GNPlc’s parent company, Diageo, located in the U.K, and Accenture.
❖ He gave several lectures and talks on payments & settlements, including emerging payment trends and schemes, CBN licensing requirements and frameworks, and regulatory policies.
❖ He led the development and implementation of the Communications & Hi-Tech (C&HT) business plans, strategies for market penetration to deliver enterprise and technology solutions to Accenture clients.
❖ He was responsible for Human Capital Development (Hiring, Staffing, Management, and Training) of C&HT, ATS, ATIS resources in implementing the business plan and achieving the sales target. He led the development, campaign management and promotional strategies to achieve sales targets and revenue generation.
Andersen Worldwide (Arthur Andersen) October 1999 to May 2002, Dallas, Texas USA
Title: Technology Director
❖ In October 1999, I was hired by Andersen Worldwide, and was responsible for business and proposal development across vertical industries, selling, deploying and managing technology projects covering many Clients in Financial Services, Telecommunications, and Public Sector industries covering 13 States in the South West Region of the USA. He also implemented sales and marketing strategies that led to the achievement of sales targets, and revenue generation. As the South West Regional (SWR) Technology Director in the USA, where he led the 128 member Advanced Technology Group (ATG), and also double hatted as the Gulf Coast Market Circle leader for the Business Intelligence & Data Warehouse Practice for the south west region of the USA. He was active in the payments industry and worked with Card Vendors while consulting on Goldman Sachs, Bank of America, and UPS Stores in developing payment solutions for funds transfer and settlement.
❖ Led the development and deployment of Goldman Sach’s Business Intelligence & Data Warehouse project in Dallas & New York.
IBM Corporation September 1997 to October 1999, Bethesda, Maryland, USA
Title: Executive Consultant
❖ I was hired as an Executive Consultant by IBM Global Services (IGS) in the USA, for the Business Intelligence Services (BIS) Practice, to lead a team of IBM business analysts and application programmers & developers in implementing the SAP/R3 implementation at Kubota Tractor Corporation (KTC), a Japanese manufacturing company based in Los Angeles, California. The overall goal of this project was to enhance the Client’s primary financial, purchasing, budgeting, and human resources functions.
❖ He and his team simplified processes by eliminating unnecessary paperwork, reviews, approvals, and duplication of efforts, and adopting best practices from SAP and other organizations.
❖ He and his team implemented an electronic routing and approval of documents, that provided more effective management information for implementing a real-time processing environment, and providing departments with direct and easy access to financial, budgeting, procurement, and human resources data by enabling the user departments to produce their own financial, budgeting, procurement, and human resources reports in a variety of formats (i.e. Business Warehouse).
❖ My other role was to develop and implement high growth marketing plans for the Business Intelligence industry, achieve revenue targets, achieve adjusted PTI targets, strengthen internal and external business partnerships, strengthen the Business Intelligence and Performance Management (PM) offerings and ensured that customer satisfaction with MCI/WorldCom contracts, transformed the operations of MCI/WorldCom structure, business model, product offerings, and procedures were optimized.
❖ Managed the implementation and Deployment of MCI/WorldCom’s SAP R/3 Business Warehouse (BW) in Columbus, Ohio, USA.
❖ Ensured strong linkage and knowledge exchange across global Telecommunication practice units and increasing IBM’s Telecommunication and Media Industry’s effectiveness by leveraging “perform” resources from other IBM units such as the Hardware & Software Group, Storage Group, and Global Business Integration (GBI), etc.,
❖ Hired a high-performing management team for the Business Intelligence Services practice, and incorporated IBM’s “core competencies” (e.g. e-business, Knowledge Management, performance management, and balanced scorecard) and deploying them to implement MCI/WorldCom’s SAP R3 Business Warehouse Module.
Price Waterhouse Coopers (PWC) July 1995 to September 1997, Washington, D.C., USA
Title: Senior Consultant
❖ I was hired by PWC as a Senior Consultant and was responsible for software development and implementation of PWC won U.S Federal Government Department of Defense (DoD) projects in the Washington, D.C area. His industry consulting experience included software application development, systems integration, systems testing, and project management.
❖ While at Price Waterhouse Coopers, he was responsible for overseeing the development and support of software & hardware products, software & hardware sales support, and the deployment of PWC consultants to implement the software at client sites.
❖ With security clearances by the DoD, and the Pentagon, he and a team of PWC Consultants, with BDM Defense Contractors, worked on the Product Development Support Systems (PDSS) and Material Management Support Systems (MMSS) used in the Gulf War.
❖ Other Clients included: Skyline Financial Services, located in Alexandria, Virginia; NASDAQ, located in Rockville, Maryland; AT&T, located in Washington, D.C; Sallie Mae, located in Georgetown, Washington, D.C; Resolution Trust Corporation (RTC), located in Washington, D.C; NYMA, located in Washington, D.C; and Johns Hopkins University (JHU), located in Baltimore & Columbia, Maryland.
Cable & Wireless, January 1993 to June 1995, Herndon, Loudon County, Virginia, USA
I was hired as a Senior Systems Analyst managing a team in maintaining and supporting the Billing System that served Millions of Customers in the USA.
General Electric Information Systems, January 1992 to December 1993, Rockville, Maryland, USA
I was hired as a Systems Analyst to support the development & implementation of the Order Entry Inventory System (OEIS). He developed application programs, prepared test cases and trained GEIS Staff on the use of OEIS across the USA.
MCI Telecommunications, June 1989 to December 1991, Arlington, Virginia, USA
I was hired as a Financial Systems Analyst responsible for maintain the Billing System, the Accounts Payable, and Accounts Receivable systems. He managed a team of people who developed programs and maintained the applications supporting millions of Customers in the USA.
Watson & Rice Consulting, September 1989 to November 1991, Washington, D.C, USA
I was hired as a Staff Consultant auditing financial systems for the United States Federal Government Agencies, such as the; Administrative Office (AO) of the U.S. Courts, Federal Judiciary Center (FJCE), Agency of International Development (AID), and delivering technology projects and training curriculum to Federal Government Workers.
Foreman Brothers, August 1987 to August 1989, Washington, D.C., USA
I was hired as a Payroll Administrator & Financial Analyst responsible for Accounts Payable, Accounts Receivable, Unemployment Insurance & W2 Tax filing, plus income statement and Balance Sheet preparation.
I have the following education and background experience:
• IBM Business Intelligence Services Certified Data Warehouse Executive Consultant (Bethesda, Maryland, August, 1999)
• Received a PhD in Administrative Management, with a focus in Management Information Systems (MIS) from Walden University, with a concentration in Artificial Intelligence and Computer Security. Residency at the University of Indiana in Bloomington, Indiana, USA. (May, 1994)
• Received a Master’s of Science (MSc) in Management Information Systems (MIS) from Bowie State University, Bowie, Maryland, USA (May, 1990)
• Received an Information Systems Analyst Certificate from Bowie State University, Bowie, Maryland, USA ( May, 1989)
• Received a Bachelor of Business Administration (BBA) in Finance from Howard University, Washington D.C, USA (May, 1987)
In recognition of professional standing, I am an elected member of the Doctorate Association of New York Educators, as well as The Data Warehouse Institute (TDWI), located in Gaithersburg, Maryland, USA, a division of 101communications; the premier provider of in-depth, high quality education and training in the data warehousing and Business Intelligence Services (BIS) industry. I also serve as a Board Member for two charitable Christian associations.
Publications and Speeches
❖ Doctoral Dissertation: A Qualitative Analysis of Risk Assessment and the Criteria for Software Evaluation and Selection (University Microfilms Inc., DAO 72699 & Library of Congress – 96-02-140, District of Columbia, United States of America).
❖ Arthur Andersen Develops an Operational Data Warehouse Solution for Financial Investment Company (Goldman Sachs), 2001 Publication, By Lloyd. A. Atabansi, PhD, Director of Business Intelligence & Data Warehousing, Arthur Andersen, Dallas, Texas, USA.
❖ Becoming Customer-Centric: A Paradigm Shift in Customer Relationship Management, Lessons from the Expert, 2001 Publication, By Lloyd A. Atabansi, PhD, Director of Business Intelligence & Data Warehousing, Arthur Andersen, Dallas, Texas, USA.
❖ Recognized and awarded by EduMark Association as Year 2008 IT Role Model in Nigeria for positive contributions made to the growth of the IT Industry in West Africa. Award was presented by the Former Head of State, Federal Republic of Nigeria, General Yakubu Gowon, GCFR.
❖ Performance Award by Information Technology Association of Nigeria (ITAN), December 2007, for contributing to the growth of information technology in Nigeria and West Africa in general.
❖ Best Banking Technology Award 2013, 2014, and 2015 awarded to Ecobank Group by Banking Technology Incorporated, USA.
Playing Table Tennis, Writing, Swimming, and Road Cycling, and I also take a keen interest in Business current affairs and macroeconomics.
“I would like to thank the leadership of the National Assembly, particularly the Senate President and the Speaker of the House of Representatives, as well as all the Distinguished Senators and Honourable Members, for passing the 2018 Appropriation Bill, after seven months.
2. When I submitted the 2018 Budget proposals to the National Assembly on 7th November 2017, I had hoped that the usual legislative review process would be quick, so as to move Nigeria towards a predictable January-December financial year. The importance of this predictability cannot be overemphasized.
3. While the Federal Government’s budget represents less than 10% of aggregate yearly expenditures in the economy, it has a very significant accelerator effect on the financial plans of other tiers of government, and even more importantly, the private sector, which mostly operates on a January-December financial year.
4. Notwithstanding the delay this year, I am determined to continue to work with the National Assembly towards improving the budgeting process and restoring our country to the January-December fiscal cycle.
5. I note, with pleasure, that the National Assembly is working on the enactment of an Organic Budget Law, so as to improve the efficiency of the nation’s budgetary process.
6. As I mentioned during the presentation of the 2018 Appropriation Bill, we intend to use the 2018 Budget to consolidate the achievements of previous budgets and deliver on Nigeria’s Economic Recovery and Growth Plan (ERGP) 2017-2020.
7. It is in this regard that I am concerned about some of the changes that the National Assembly has made to the budget proposals that I presented. The logic behind the Constitutional direction that budgets should be proposed by the Executive is that, it is the Executive that knows and defines its policies and projects.
8. Unfortunately, that has not been given much regard in what has been sent to me. The National Assembly made cuts amounting to 347 billion Naira in the allocations to 4,700 projects submitted to them for consideration and introduced 6,403 projects of their own amounting to 578 billion Naira.
9. Many of the projects cut are critical and may be difficult, if not impossible, to implement with the reduced allocation. Some of the new projects inserted by the National Assembly have not been properly conceptualized, designed and costed and will therefore be difficult to execute.
10. Furthermore, many of these new projects introduced by the National Assembly have been added to the budgets of most MDAs with no consideration for institutional capacity to execute them or the incremental recurrent expenditure that may be required.
11. As it is, some of these projects relate to matters that are the responsibility of the States and Local Governments, and for which the Federal Government should therefore not be unduly burdened.
12. Such examples of projects from which cuts were made are as follows:
a. The provisions for some nationally/regionally strategic infrastructure projects such as Counter-part funding for the Mambilla Power Plant, Second Niger Bridge/ancillary roads, the East-West Road, Bonny-Bodo Road, Lagos-Ibadan Expressway and Itakpe-Ajaokuta Rail Project were cut by an aggregate of 11.5 billion Naira.
b. Similarly, provisions for some ongoing critical infrastructure projects in the FCT, Abuja especially major arterial roads and the mass transit rail project, were cut by a total of 7.5 billion Naira.
c. The provision for Rehabilitation and Additional Security Measures for the United Nations Building by the FCT, Abuja was cut by 3.9 billion Naira from 4 billion Naira to 100 million Naira; this will make it impossible for the Federal Government of Nigeria to fulfill its commitment to the United Nations on this project.
d. The provisions for various Strategic Interventions in the health sector such as the upgrade of some tertiary health institutions, transport and storage of vaccines through the cold chain supply system, provision of anti-retroviral drugs for persons on treatment, establishment of chemotherapy centres and procurement of dialysis consumables were cut by an aggregate amount of 7.45 billion Naira.
e. The provision for security infrastructure in the 104 Unity Schools across the country were cut by 3 billion Naira at a time when securing our students against acts of terrorism ought to be a major concern of government.
f. The provision for the Federal Government’s National Housing Programme was cut by 8.7 billion Naira.
g. At a time when we are working with Labour to address compensation-related issues, a total of 5 billion Naira was cut from the provisions for Pension Redemption Fund and Public Service Wage Adjustment.
h. The provisions for Export Expansion Grant (EEG) and Special Economic Zones/Industrial Parks, which are key industrialization initiatives of this Administration, were cut by a total of 14.5 billion Naira.
i. The provision for Construction of the Terminal Building at Enugu Airport was cut from 2 billion Naira to 500 million Naira which will further delay the completion of this critical project.
j. The Take-off Grant for the Maritime University in Delta State, a key strategic initiative of the Federal Government, was cut from 5 billion Naira to 3.4 billion Naira.
k. About seventy (70) new road projects have been inserted into the budget of the Federal Ministry of Power, Works and Housing. In doing so, the National Assembly applied some of the additional funds expected from the upward review of the oil price benchmark to the Ministry’s vote. Regrettably, however, in order to make provision for some of the new roads, the amounts allocated to some strategic major roads have been cut by the National Assembly.
13. Another area of concern is the increase by the National Assembly of the provisions for Statutory Transfers by an aggregate of 73.96 billion Naira. Most of these increases are for recurrent expenditure at a time we are trying to keep down the cost of governance.
14. An example of this increase is the budget of the National Assembly itself which has increased by 14.5 billion Naira, from 125 billion Naira to 139.5 billion Naira without any discussion with the Executive.
15. Notwithstanding the above stated observations, I have decided to sign the 2018 Budget in order not to further slowdown the pace of recovery of our economy, which has doubtlessly been affected by the delay in passing the budget.
16. However, it is my intention to seek to remedy some of the most critical of these issues through a supplementary and/or amendment budget which I hope the National Assembly will be able to expeditiously consider.
17. I am pleased with the success recorded in the implementation of the 2017 Budget. A total sum of 1.5 trillion Naira has been released for the implementation of capital projects during the 2017 fiscal year. In response to this and other policy measures implemented, we have observed significant improvement in the performance of the Nigerian economy.
18. To achieve the laudable objectives of the 2018 Budget, we will work very hard to generate the revenues required to finance our projects and programmes. The positive global oil market outlook, as well as continuing improvement in non-oil revenues, make us optimistic about our ability to finance the budget.
19. However, being a deficit budget, the Borrowing Plan will be forwarded to the National Assembly shortly. I crave the indulgence of the National Assembly for a speedy consideration and approval of the Plan.
20. The 2018 Budget I have just signed into law provides for aggregate expenditures of 9.12 trillion Naira, which is 22.6% higher than the 2017 Appropriation. Further details of the approved budget will be provided by the Minister of Budget and National Planning.
21. I thank the Ministers of Budget and National Planning, the Budget Office of the Federation, and everyone who worked tirelessly and sacrificed so much to bring us to this day. However, the job is only partly done.
22. I am sure you will remain committed to advancing our Change Agenda, not only in the preparation of the national budget but also in ensuring its effective implementation.
I thank you and may God bless Nigeria.”
Recently, some stakeholders of the People’s Democratic Party, PDP held a closed door in Okpo, Ekwulobia were they discussed issues bordering about how to reposition the party and return it to its former glory. Hon Tony Offiah, a formidable political juggernaut was part of that meeting and in this exclusive interview with Old Aguata News Vanguard, he discusses the outcome of the meeting and other salient socio-political issues.
Sir, PDP recently came together for a harmonisation meeting, what was the outcome of the meeting? Has the PDP family become one?
I am so elated over the outcome of the meeting we held at Okpo Hall, Ekwulobia. For the first time, we have looked at our problem as a family in Aguata , we have x – rayed it, we have spoken truth, we have told ourselves, where we erred, but in the final analysis, I am so happy to tell you that in PDP Aguata, we have resolved our issues. We have accepted that we have to carry everybody along. Political parties and their activities is about people and we are going to work together, under one indivisible umbrella to move PDP forward, and you are going to see great things from here onwards. There are lessons learned and from that lesson, we are going to take appropriate action, to reposition PDP to have its pride of place.
Sir, you are a former federal house of Representatives aspirant and one of the PDP stakeholders in Anambra state, what is your future political ambition?
It is always left for the people to decide what happens. We have contested and aspired, and this election cycle is not going to be different. We are praying about it, we are listening and we are consulting our stakeholders. At the right time, if we have any announcement to make, I will make them.
Sir, very soon the ministry of budget and economic planning will be calling on the communities, to articulate their priority needs, for onwards inclusion in the 2019 budget process. How do you intend to mobilize and sensitize the masses, to that effect?
Thank you very much. You need to understand that the budget process is the function of the legislators, to the extent the people should liaise with people they have elected to promulgate and make laws for them. As it concerns Anambra state, that will be Anambra state House of Assembly. When you are talking about it, you are referring to the various Representatives of Aguata 1 and 11. For constituency 1, it is Ikem Uzoezie, and for Aguata 11 , Hon Iyke Umenwa. I am going to encourage the people to liaise with these two representives , so that they harness and channel the people’s views to the state assembly.
Finally Sir, there is currently a supreme Court judgment, that gave the female child, the right to inheritance.Sir in Igbo culture, the girl child is marginalized. How do you intend to sensitize our people, on the need to implement this judgement?
My brother let me say this one in Igbo ‘ nwanyi bu ihe’. Any society that neglects their womenfolk is not designed to attain greater heights. So my thoughts, my belief and the way I live my life, is that I include women and encourage greater women participation in every facet of life and in the community.
Culled from www. oldaguatanewsvanguad.wordpress.co.
The Federal Executive Council (FEC) has cancelled this week’s edition of its meeting because the Eid-el-Fitr holiday hindered preparations for it.
The Special Adviser to the President on Media and Publicity, Femi Adesina, said this on Monday when he appeared on a programme on Channels Television.
He said Friday and Monday, which were public holiday for the celebration of the Muslim’s end of fast celebration, are important in preparing for the meeting but for the holiday, there was no enough time to prepare.
“When the last FEC meeting ended on Wednesday last week,” Adesina said, “it was already pointed out that Friday and Monday were going to be public holidays.
“Those were days critical to the preparation of memos for FEC. So, the President already said let’s put FEC ahead by a week because there will be holidays on Friday and Monday.”
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Mr Jimeta told died in the early hours of Monday in Saudi Arabia.
“He died this morning in Saudi Arabia where he has gone to perform the leaser Hajj,” a Yola based politician told Premium Times. Stay tuned for more details
Chief Audu Ogbeh, the Minister of Agriculture and Rural Development, made the disclosure in Abuja on Monday while speaking with youths in a leadership clinic under the auspices of Guardians of the Nation International (GOTNI). Ogbeh who did not mention the particular country and border, said that shutting the borders had become necessary to encourage local production and sustain the economy of the country. The minister said that a neighbouring country was bent on destroying the economy of the country and discouraging local production of rice, hence the need to shut down the border. “Our other problem is smuggling. As we speak, a neighbor of ours is importing more rice than China is importing. “They do not eat parboiled rice, they eat white rice, they use their ports to try and damage our economy.
Pharm Ike Klinsman Ohamadike, declares his interest to run for Dunukofia/Njikoka/Anaocha Federal Constituency under the platform of our great party, People Democratic Party (PDP)
He visited all the three local governments that made up of his constituency to declare his intentions officially. All the ward executives of the three local governments, received Pharm Ike Klinsman Ohamadike, the front line aspirirant for Dunukofia/Njikoka/Anaocha Federal Constituency with a warm embrace, describing his as a “SENT SAVIOUR” from God.
At the various venue in all the three local governments, Pharm Ike Klinsman Ohamadike, renowned pharmacist cum erudite politician declared his interest and desire to represent the good people of Dunukofia/Njikoka/Anaocha federal constituency in the Green Chambers of National Assembly, under our great party of Peoples Democratic Party.
In his words, ” He said that, I have observed that our constituency is devoid of qualitive representation in the National Assembly. This explains why we have gotten so little from the federal government. As a lawmaker in view, I will ensure a responsive government that will make the welfare of our people a priority. I will create opportunities and welfare packages for our people with emphasis of…. HORIZONTAL EDUCATION …
I believe so much in the grassroots and coming from my background in youths and students unionism as a former NANS leader, I understand how important it could be to empower a constituency especially our young men and women. People are always at their best when the connection between them is strong. The system has betrayed Anaocha, Njikoka, and Dunukofia, our youths feel invisible.
In conclusion, he says that positive change comes when representation is honest and open and when there is an exchange of idea between the elected and the electorate. Leaders who are in touch with the grassroots understand how important it is to dialogue with those they represent. This type of dialogue provides answers and solutions to insecurity, poor health services, unemployment etc. This is the kind of representation, I will introduce in our constituency, a leadership that will be close to the grassroots.
In closing remarks, of some bigwigs in the party,in the various local government, Pharm Ike Klinsman Ohamadike visited, they pledged their support to him, since Dunukofia/Njikoka/Anaocha Federal Constituency has been neglected by the person representing them and they promised to give Pharm Ike Klinsman Ohamadike the mandate to represent the good people of Dunukofia/Njikoka/Anaocha in the Green Chambers of National Assembly.
THE TECHNOCRAT THAT WILL REBUILD Imo.
He must be a youth of not more than 50 years of age, must have a proven record of professional competence of more than 20 years, he must be accessible and must focus on the development of youths and the state in general, he must have had verifiable record of helping the poor (payment of hospital bills, WAEC, JAMB, School Fees etc), respect and care for pensioners and disables, he must possess will-power and requisite knowledge of Imo State developmental plan, and must have worked out modalities for State development and youths’ employment/empowerment.
*The following aspirants should withdraw with immediate effect because they are grossly incompetent and will never have the support of Imo youths and the entire Imolites.*
*Senator Ifeanyi G. Ararume;* an old two time senator of Okigwe zone with nothing to show for it. Why is Ararume desparate to be the governor of Imo State when nature has continued to stop him? The same desparation Buhari was, and today Nigeria is nearing its brink. Ndi Imo do not forget that Senator Ararume was the person who collected N3 billion from Rochas (according to Rochas) in 2015 to return the governor. Rochas made Ararume’s son commissioner as they agreed. Ararume threw Imo into darkness in 2015 and now he wants to come and send Imo into abyss. The youths will not let that happen.
*Chief Emeka Ihedioha* was at the National Assembly for 12 good years without any positive impact on his people, how many youths did he empower, what was his constituency project, how many youths did he employ. In 2015, he bought Keke at N300,000 and sold to his people at N1,000,000 on hire-purchase basis. The rejected Keke are still parked in his house now. He will be another political mistake in Imo if Elected.
*Mr. Uche Nwosu (or boy Uche Nwosu)* a boy who has little or no experience. The only experience he can boast of is how to divert Paris Club Money, Embazle First and Second Bail Out Fund, Owe Pensioners and wish them dead, slash workers salaries, owe workers for several months, sack employed Imo youths, bribe State House of Assembly Members with pension fund to adopt him as 2019 APC candidate etc. Can this boy govern Imo State? It is not possible.
*Frank Nneji (ABC Transport),* he is above 50 years. Having used his business money to play betnaija and lost, he is now looking for Imo’s money to boast his business. Imo Transport Company (ITC) will be replaced with ABC Transport. He may use our resources in Imo to play loto. He will never be our governor.
*Chief Okey Eze* is a professional politician who boast of his ill-gotten wealth, he spends millions buying vehicles for APGA LG chairmen on the condition that they must give him APGA ticket, lest he collects back his cars, while his relations die in abject poverty, some drop out of school because of school fees, WAEC, JAMB fees etc. Someone who cannot take care of his relations, cannot take care of the State. He is not fit for public office.
*Barr. Humphrey Anumudu* is an inconsistent man. This Barrister-turned-politician belongs to the class of “political prostitutes” (game spoilers). He collects money from other aspirants, abandoning his followers, he runs to enjoy his loot in London. Imolites don’t trust you and will never trust you.
*Ike C. Ibe? Project Iyk?* Another political wolf in sheep covering. The evil he does with his foundstion is better imagined. He will be a political mistake if elected governor in 2019 and beyond.
*Barr. Chima Anozie (Home Base)*, is Rochas small boy or small wife. He conived with Rochas to sell Orji Mechanic Village to Rochas at N500,000,000. He sold old IBC orji to Rochas (now Rochas Foundation School). He has been ostracised by his Umunna as Efulefu and Okaliogoli (useless and half embecile). He can’t be useless to his people and useful to Imolites.
*Hon. Uche Onyeagocha* is another political prostitute who come to collect money from other aspirants and steps down, even when the coast is clear for him to emerge the governor. He is unreliable, cunny and unfit for leadership positions.
*Senator Bright Nwanne,* can you show us your constituency projects? You diverted the money meant for youths’ and constituency development to your pocket. Now you want to use it to vie for governorship position, we are w
*Barr. Charles Onyeagbako, Barr. Steve Nwoga and Barr. Philip Ibekwe* left the advocacy of the poor and jump into politics because of their excessive quest for money. Those who abandoned us to die do not deserve our votes.
*Dr. Captain David Mbamala, Mr. Daniel Kanu, Dr. Obi Njoku, Chief Nick Oparandudu, Ziggy Azike, Chief Oshieze Ehirim, Chief Chris Njoku, Mazi Chidi Okoro, Anyanwu Sam-Daddy, Senator Frank Nnaji (Agu Otu aka)* and the likes are men of questionable characters whose antecedents are regrettable. To them politics is the shortest cut to affluence. They will rip Imo apart if given any leadership position(s) in Imo. They don’t deserve our votes.
It is clear that the above mentioned individuals are aspiring for governorship position in Imo just to milk Imo dried, enrich their pockets. *WE REJECT THEM AS OUR LEADERS NOW AND ALL TIMES.*
Having a technocrat as a governor, especially a green horn, brings about sustainable growth and developmment in the state. Eg. Anambra State under Dr. Chris Ngige, Mr. Peter Obi and Mr. Willie Obiano witnessed sustained rapid development and emancipation from Barrister-turned-politicians and political Vampires. Ebonyi State under David Umahi and Akwa Ibom State under Emmanuel Gabriel Udom are witnessing rapid growth and development because they have technocrats as governors.
Arise Ndi Imo, Let us break free from the grip of greedy and wicked Politician.
Any time you hear the names of these men or see them anywhere, check your wallet if your PVC is still there, because we will vote them out come 2019.
*Continue to circulate untill it gets to all Imolites.*
Dr. Victoria Ginikanwa
Hon. Jude Udemba
Comr. Vitalis G. Nwankwo.
Comr. Kanayo J. Ikejiaku.
Olusegun Mimiko, the former Governor of Ondo State, has just resigned his membership of the Peoples Democratic Party (PDP).
In a brief message to the office of the PDP in Akure, Mimiko said the decision to leave the umbrella party was based on “some well-thought-out personal reasons”.
The former Governor praised some of the leaders of the PDP whom he worked with while in the party as a member.
“I hereby, with utmost humility, inform you of my decision to resign my membership of the PDP with effect from today, June 13, 2018 for some well-thought-out personal reasons,” he said.
“It was an honour working the many prominent Nigerians with whom I shared the PDP platform for the entire period I was in there as a member.
“Accept, please, the assurance of my very high regards.”
Accused, Kabiru Seidu, 31, aka “Osama” and Nuhu Salihu, 25, aka “Small” who appeared before Kogi Senior Magistrates’ Court, Lokoja on Monday, have declared that the allegations against them and Senator Dino Melaye were false. The accused persons, including Melaye, declared that the allegations were false and they were not guilty when their pleas were taken.
The accused persons were reported to have implicated Melaye in the offences of criminal conspiracy, illegal possession of firearms and illegal arms dealing.
Justice Adebukola Banjoko, the presiding judge, sentenced Dariye, a serving senator, to two-year and 14-year jail terms to be served concurrently without an option of fine. A High Court of Federal Capital Territory High Court sitting at Gudu, on Tuesday, convicted and sentenced the former Governor of Plateau State, Joshua Dariye to 14 years imprisonment for diverting public funds to the tune of N1.126billion.
The court said it was satisfied that the defendant, being a public officer that had full dominion and control of ecological funds the Federal Government released to Plateau State in 2001, converted and diverted same for his personal use.
The former governor was said to have operated Ebenezer Reitner Ventures, an unregistered company through which he diverted the said funds.
In her ruling, the judge said: “I can’t imagine a brazen act of looting as in this case,” Banjoko said.
“I welled up while reading (the judgement) thinking of the victims; it is a litany of woes. They were adults making rational choices. More importantly, I think what touches me the most, your family, they are victims.
Nwosu is among the guest invited to the event scheduled for Tuesday.
But in a letter to Boss Mustapaha, secretary to the government of the federation, Nwosu regretted his absence and commended the president for recognising June 12 as Democracy Day.
He also expressed delight over the homour done to Abiola, presumed winner of the 1993 election.
“I thank his excellency, the President of the Federal Republic of Nigeria, Muhammadu Buhari and the federal government of Nigeria for recognizing June 12 as Democracy Day and also honouring the winner of June 12, 1993 presidential election, Chief M.K.O. Abiola,” the letter read.
Copies of the letter, dated June 10, 2018 were made available to journalists in Abuja on Monday by the SGF’s spokesman, Lawrence Ojabo.
Nwosu said that June 12, 1993 marked a turning point in Nigeria’s tortuous journey towards a democratic polity.
The letter read, “I thank His Excellency, the President of the Federal Republic of Nigeria, Muhammadu Buhari and the Federal Government of Nigeria for recognising June 12 as Democracy Day and also (for) honouring the winner of June 12, 1993 presidential election, Chief M.K.O. Abiola.
“Indeed, June 12, 1993 marked a turning point in Nigeria’s tortuous journey towards a democratic polity.
“It is an honour to the very hard-working men and women of the defunct National Electoral Commission under my leadership at this long-awaited recognition. I humbly commend this action by the President.
“Undoubtedly, the democratic system of governance is the best, especially for the multi-ethnic nation like ours. I thank you for building on the foundation which my team and I laboured strenuously to establish and actualise on June 12, 1993.
“It is our hope that expanding the frontiers of democracy, of which all the people of Nigeria, regardless of ethnic group, will provide economic, social and developmental benefits that will certainly make Nigeria a great nation not only in Africa but across the world.
“Certainly, the scheduled event on Tuesday, June 12, 2018 will rekindle the national consciousness of all Nigerians for a better nation.
“Unfortunately, due to circumstances beyond my control, I will not be present at the investiture ceremony as I am outside the country. May God bless the Federal Republic of Nigeria!”
Nobel laureate, Prof. Wole Soyinka, Tuesday in Abuja, requested President Muhammadu Buhari to institute an award to ‘‘name and shame’’ all those who truncated Nigeria’s democratic transition with the annulment of June 12, presidential elections According to Nobel laureate: ‘‘It is not possible to honour MKO Abiola in one breath and admire his tormentor in another breath. ‘‘Loyalty is all very well but loyalty can become perverse if that loyalty is retained to an individual who if he were alive today will be before the International Criminal Court for crimes against humanity. Soyinka, who did not mention the name of the Nigerian, described him as one who ‘‘broke the laws of Nigeria, broke international law and committed crimes against humanity.’’ He added: “It is confusing if professional loyalty is carried so far as to be accorded to such an individual.” The Nobel laureate recounted his private conversation with the President, where he had argued why a notorious corrupt ruler was honoured by the Federal Government while the martyrs of democracy and philanthropists were left unhonoured. Soyinka commended the President for tendering an apology to Nigerians and the family of Chief MKO Abiola for the wrong done to democracy in 1993 by the annulment of the June 12 presidential elections. ‘‘There are too many traumatised individuals walking the streets as a result of the policies and attitudes of one of the most brutal dictators that this nation has ever known. ‘‘Closure will come by responding to those traumatised individuals, the victims of unspeakable tortures, some of whom were compelled to watch their beloved ones being tortured,’’ he said. Soyinka, therefore, appealed to the Federal Government not to forget the ‘‘nameless and unsung heroes and heroines of the June 12 struggle”.
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