Reflecting on your career, what would you consider the most pivotal moment that significantly influenced your path in the Out-of-Home Advertising industry?

I will look at it from two angles. The first is my experience as an upcoming executive in the industry. I was one of the first graduate employees in this sector. Before we came on board, the Out-of-Home (OOH) business was largely populated by individuals often referred to as ‘carpenters.’ As a young graduate, we faced the challenge of meeting people and, when we told them what we did, they would often look down on us. At that time, even our company wasn’t well known. People only recognized Afromedia. So, the first thing we had to do was market our new company and ourselves. This challenge shaped us.We knew we had to be part of the group that would elevate the industry’s status and not let it be seen as just the domain of ‘carpenters.’

The evolution that followed made it clear that the right professionals needed to enter the industry. Our employers saw the potential in us when they brought us in, and that marked the beginning of the industry’s transformation. I worked in an environment where proving your worth was essential, or you would be shown the door. As young managers, we had to take our destiny into our own hands and approach things differently. From that point onward, I knew that the only way forward was through hard work and even more hard work. When you get rewarded for your efforts, the reward often comes in the form of even greater responsibility. That was the lesson I learned, and it has since defined my approach to work.

The next defining moment in my career came when I entered the management of the association. It was a deliberate decision. When LASAA (Lagos State Signage and Advertisement Agency) was established around 2006, the industry needed focus. We challenged the leadership at the time, and in response, the president appointed me to the Executive Committee (EXCO) of the Association. From that point onward, my perspective shifted, and I began to take my role in the management of the Association very seriously. I rose from being an appointed Executive member to leading the association for four years. These were the defining moments for me.

How has the Out-of-Home Advertising sector in Nigeria evolved since you first began, and what would you identify as the most significant transformation?

We are indeed evolving. When I first joined the industry, I met a landscape dominated by plywood, wooden structures, and even the use of starch. I vividly remember an experience early in my career, I had starch poured all over me simply because I was eager to learn every aspect of the job. I believed then, and still do, that to effectively supervise others, you must first understand the work yourself.

From those humble beginnings, we began to evolve. We moved from basic wooden structures to what we called the ‘Prime Board.’ Around 1991, during the administration of the then Governor of Lagos State, all advertising boards in Lagos were taken down. That decision posed a serious challenge for the industry but also spurred innovation. It led us to develop a new board type, the Prime Board, a compact 40-sheet format. At the time, it was a significant innovation. I was fortunate to be part of a forward-thinking company that led many of these design breakthroughs.

After the Prime Board, we transitioned to the Super 48 Sheets, and from there to the Spectaculars, large, impactful displays that raised the bar for Out-of-Home advertising. Over time, we started creating custom boards with no fixed names, because designs began to depend on the size and shape of available space.

Then came the digital revolution: LED boards. When they were first introduced, society wasn’t quite ready. I recall one of the first LED boards installed on Ojuelegba Road. It had to be taken down due to public perception at the time. But, as with all innovation, the timing eventually aligned with public acceptance, and LED made a strong comeback.

Today, we have an exciting mix of formats from traditional to digital and the possibilities are still unfolding. As technology continues to evolve, so too will the Out-of-Home industry. There are still many untapped opportunities ahead. Our only hope is that the infrastructure and regulatory environment will support the growth and innovation that lies before us.

When it comes to government support, what are the key challenges currently facing the Out-of-Home Advertising industry, and how do you propose they should be addressed?

When we talk about challenges in the Out-of-Home (OOH) industry, they span across several areas, from regulatory frameworks and the people entering the industry, to infrastructure. Interestingly, for me, infrastructure is the least of our concerns. This is because many of our members are finding innovative ways to navigate infrastructural limitations, especially with the deployment and maintenance of LED boards.

The more pressing issues lie within the regulatory space. The industry has become somewhat of an ‘all-comers’ affair. There are no entry barriers, and virtually anyone can come in without a clear understanding of the standards or expectations. More critically, we lack uniform regulations across the country. Operating in multiple states means dealing with a patchwork of rules, and that inconsistency makes doing business very challenging. In some cases, we even face multiple layers of regulation from different bodies, which often conflict or overlap.

That said, we’ve been engaging with ARCON (Advertising Regulatory Council of Nigeria) to address some of these concerns. To their credit, they’ve been helpful in areas within their control. Where they’ve been unable to intervene directly, they’ve provided guidance on how we can navigate or resolve the issues ourselves.

Unfortunately, government support has not always been encouraging. There have been times we’ve had to ask government to clearly define the nature of our operations. A specific instance comes to mind when the Lagos State Government attempted to concession public roads. We had to ask: do they truly have the legal authority to concession these roads in the context of outdoor advertising? That particular issue has now been taken to court for interpretation, and we await the judiciary’s decision.

Despite all of this, we are not discouraged. These challenges, as daunting as they are, will not stop the work we’re doing. Our hope is that, ultimately, we will secure legislative backing from the National Assembly. This will help us properly structure and reposition the industry for sustainable growth and professionalism

What is your stance on the necessity for uniform guidelines for all signage agencies across Nigeria, and how do you see this impacting the industry?

We welcome the presence of signage agencies, as they have brought a level of sanity and organization into the Out-of-Home industry. However, achieving a uniform approach across the country has proven difficult. This is primarily because our business falls under the jurisdiction of local governments, and the nature of relationships between state and local governments varies widely.

As a result, a one-size-fits-all model is unrealistic. Every state has its own system, and within those states, local governments often act independently. This has created inconsistencies in implementation and enforcement. For instance, in Delta State where DELSA (Delta State Signage and Advertisement Agency) operates, the local government in the Warri axis has refused to work with them. This means that in some local governments, you engage directly with DELSA, while in others, you must liaise with the local authority instead.

If our industry were regulated at the federal level, there might be a pathway to achieving uniformity. But since it is under local government control, and states determine the powers and functions of their local governments, our regulatory landscape will continue to differ across jurisdictions. While having a standard regulatory framework would be ideal, the structure of governance makes it difficult. This remains one of the significant challenges we face in the industry

With your extensive experience in the Out-of-Home Advertising sector, which campaigns stand out as the most memorable to you, and how did working on those campaigns make you feel?

What we do in the Out-of-Home business is to place advertisements provided by clients. We’re not the creators of the ads, we simply bring them to life by showcasing them on strategic platforms. Over the years, I’ve worked on countless campaigns, each with its own unique appeal.

I remember during my training with the agency, I was particularly fond of the Vaseline Baby Range. That advert stood out to me. It was thoughtful and impactful. There have also been many other memorable campaigns. One I can’t forget is the SevenUp advert that featured 'Filavido.' It was vibrant, well executed, and it significantly boosted sales. That’s the power of a well-done advert. It doesn’t just tell a story, it drives consumer action.

In our line of work, what excites us the most are the formats, the billboards themselves, because that’s our area of creativity and execution. Some of the billboard structures I’ve worked on have been truly exciting. I was fortunate to be part of the team that brought the first Dantrills to life in Nigeria. I supervised that project, and it was a significant moment in our industry. Before long, others began to replicate the idea, but it had already made its mark.

The Unipole Spectacular is another format that was quite innovative at the time. When it was first introduced, it captured a lot of attention and set a new standard. These formats are a critical part of our business. They define how messages are delivered and how impactful they can be.

While we may not create the content, we play a key role in how it's experienced. Our platforms give life and visibility to agency concepts, and that in itself is a powerful contribution to the advertising value chain.

Can you share some of the key challenges you faced in your early days as a professional, and how you were able to navigate through those critical moments?

One particular challenge I faced ended up becoming a major turning point, not just for me, but for the Out-of-Home industry as a whole. At the time, I was a young manager in Kaduna, working with Optimum Exposures. We had just completed the first set of directional signs managed by what is now Merchant Bank. There was this trend where anything developed in Lagos had to be replicated in other regions, and I was tasked with securing the rights to implement those directional signs in Kaduna.

While I was actively pursuing the necessary approvals, two companies from Lagos suddenly arrived and incorporated a new company that swooped in and used their influence to secure those same rights in Kaduna. This was around 1992. I still remember it vividly. It was a painful experience. I was scared of the consequences, especially since the project had been placed squarely on my shoulders.

Determined not to return empty-handed or be seen as having failed, I began to explore alternatives. That’s when I turned my attention to Abuja. At the time, there were no billboards in Abuja. As I surveyed the landscape, I saw opportunity, especially on the 36-kilometer stretch of road leading from the airport into the city. I thought, if I can secure this road, my company will be more than satisfied.

I pursued the idea with everything I had, and eventually, I got the approval. We named it Presidential Road, and it became one of the most lucrative projects the company ever handled, bringing in revenue for over ten years. That road became my redemption, my saving grace.

What started as a setback became a game-changer. That experience taught me that sometimes, losing one opportunity can lead you to a much bigger one, if you’re willing to think differently and act boldly. It’s a memory I hold close to my heart.

What advice would you give to young professionals in the Out-of-Home Advertising sector regarding your efforts to promote a more gender-inclusive industry, and what legacy do you hope to leave in that regard?

The younger generation of today is quite different from ours. The things I hear now, some of the attitudes and shortcuts being taken are things we never imagined in our time. But I still believe, firmly, that hard work pays. Seeking knowledge and learning the ropes before expecting rewards is critical. You can only reap after you’ve sown, and the sowing process requires patience, discipline, and proper training.

Unfortunately, we now see a rise in half-baked professionals, young people who barely understand the fundamentals of marketing or operations. They see a bit of money, assume the business is easy, and jump in or out without developing the competence the industry truly demands. And this is gradually eroding the quality of our sector. The industry needs to have a serious conversation about this. We must start investing in structured mentorship and capacity building for our younger professionals.

When it comes to women, I am a strong believer in creating space and opportunities. In my company, Opportunity to See, the General Manager is a woman and she is doing exceptionally well. As I gradually step back, I’m proud to say she is steering the ship confidently.

During my time as President of the Association, I championed the formation of the Women in Out-of-Home Advertising Nigeria (WOHAN). The idea was to create a platform where women could connect, share, and address their unique challenges, and most importantly, groom themselves for leadership. I believe women are naturally strong, resilient, and capable managers. If given the opportunity, they can and will drive this industry to greater heights.

My hope is that WOHAN will continue to nurture women, empower them to rise to the top, become CEOs, or even build their own thriving businesses. Because I’ve seen it firsthand: when women lead, industries grow."

What are the guiding principles and philosophy of life that have helped you advance both personally and professionally? As the past President of OAAN, what key tenets do you hold dear that have contributed to your growth as a leader and a professional?

One of my guiding principles in life is simple but firm: my word is my bond. I value my name, and I’m deeply committed to protecting its integrity. If I give you my word, I will bend over backward to uphold it. Integrity is non-negotiable for me, and it’s a standard I uphold both personally and professionally. I often remind my team that there are certain lines we simply do not cross and that principle guides everything we do at our company.

As President of the Association, I would prefer others to speak on how I led, because I’m not one to sing my own praises. However, I do believe we gave it our best. We had the strength of character to challenge systems that we believed were unfair. During my tenure, we took several state governments to court, not out of defiance, but out of necessity. If we do not stand up for our rights, we risk allowing them to be eroded. Some of those battles we won; some, we didn’t. We’re still in court with Lagos State, for instance.

Leadership is not about playing safe. It’s about making tough decisions that protect the future of the industry. And though history will be the ultimate judge, I hope our members can look back and say we stood for what was right.

At 60, what would you consider to be your most proud moment, both personally and professionally?

I’ve been in the industry since 1990, and though many people don’t know it, I’m 60 years old. Some even assume I’m older because I started this profession quite early. Over the years, I’ve built a life filled with memorable experiences, and I can honestly say it’s been a good life.

Growing up was fun. I still remember shopping at Kingsway, which was one of the few major shopping malls we had back then. There weren’t many supermarkets, but we made the most of what was available. Life was simple, and childhood was filled with laughter and discovery.

Adulthood, of course, came with its own complexities, but I’ve continued to enjoy the journey. I live a modest life. My needs are few and I’m thankful that I haven’t had to face any major personal challenges. Perhaps the only bump in the road I recall was during my time in secondary school, when I didn’t particularly enjoy boarding school life. But once I changed schools, everything fell into place again.

Looking back, I’m filled with gratitude. I’ve had fun, I’ve had purpose, and I’m still enjoying the life I’ve built.

Would you describe yourself as an easy-going person who takes life one step at a time, or do you have a more structured approach to life?

Some people might not think I’m easygoing. In fact, many perceive me as strict, but I believe I’m actually quite easygoing. Those who truly understand me know that I value clear communication and responsibility. For instance, if I agree with you to do something, I expect you to follow through. And if, for some reason, you can’t meet the commitment, I expect you to communicate that before the deadline. If I don’t hear from you by the deadline, I will follow up and that’s when people might say I’m difficult.

My colleagues know me well. My General Manager, who has spent 15 years working with me, would be a good person to ask. She’s in the best position to say whether I’m easygoing or not. However, I’m not bothered by being considered strict when it comes to expectations. I don’t see that as a negative. What I do have is a strong belief in rewarding hard work and good behavior people who consistently give their best deserve recognition and support.

At what point in your career did you realize that starting your own company was the next logical step for you? What prompted that decision?

I’m someone who is very contented with my journey. I often say that if the second-to-last place I worked had offered me 5% profit-sharing, I might have thought about staying longer. But for me, it’s always been about the work. After serving as Managing Director at two companies, I realized it was time to move on and start my own venture.

I’ve never worked in any industry other than Out-of-Home, so setting up Opportunity to See felt like a natural progression. It was a 'child of necessity'. It was something I had to do to survive. Interestingly, I didn’t start the company earlier because, frankly, I didn’t have the interest. Most of my peers had started their own businesses before me, but I was content with my life and career at the time.

When we decided to establish Opportunity to See, we knew that because we were starting later than most, we needed a name that would stick. That’s how we came up with 'Opportunity to See.' The name just made sense, it was memorable, simple, and reflective of the vision we had for the company.

And as for where we are today, I have to say, God has been faithful. Our growth has been rapid, and we are incredibly grateful. We started the company in 2006, but I officially joined in 2008. Every person we met along the way has contributed to our success, and we can only thank God for how far we’ve come.

What is your stance on collaborating with international organizations, both in terms of the benefits it can bring to the industry and the challenges that may arise from such partnerships?

I strongly believe in the power of collaboration, both on an international and local level. One of the reasons our environment has struggled to develop is the lack of collaboration. For instance, if you have a friend who's a marketing manager and they offer you the opportunity to use a billboard, instead of going through the effort of building a new one, why not collaborate with someone who already has one in place? This kind of collaborative mindset can significantly streamline efforts and lead to better outcomes.

When it comes to foreign affiliations and collaborations, I’ve seen firsthand the tremendous value they bring. Partnerships with international players help us stay ahead in the industry, adopt best practices, and ensure that we're competitive in a global market.

What is your position on the much-debated Chartered OOH Media Bill currently before the National Assembly?

The bill is beneficial for the industry and is not a duplication of existing regulations. To clarify, let’s consider the ARCON law, which is very specific about its mandate. ARCON is responsible for regulating advertising content to ensure that the public receives the right messages. They also register companies that perform advertising functions and grant them corporate membership. However, ARCON is not involved in site management; if you're looking for locations for billboards, ARCON is not the body to approach. They don’t decide where boards should go or which type to use.

Our business stands on two pillars: the content that is displayed and the physical presence of the billboards themselves. The Constitution grants control over our business to local governments, as outlined in Schedule 4, and this is why state governments have set up signage agencies. ARCON cannot intervene in matters related to the management of sites because the regulation of our physical advertising assets is beyond their scope. For example, if Lagos state decides to remove billboards, ARCON cannot prevent this. Similarly, when Lagos opted for concessioning, ARCON had no jurisdiction.

Given this, there are certain areas that need to be handled directly by our Association. Currently, we are an Association operating under trusteeship, but we aim to become a formally recognized body by law, enabling us to manage our affairs independently. The industry needs more structure. Just as a person cannot practice law without attending law school and being licensed, we believe that for one to practice Out-of-Home advertising, beyond being an advertising practitioner, registration with our body should be mandatory. We propose that instead of OAAN remaining a simple association, it should evolve into an institution recognized by law.

The proposed model is that ARCON will continue to issue licenses to individuals and companies in the advertising sector, while OAAN will provide registration for those within the Out-of-Home advertising sector. This will allow us to clearly identify our members to state governments and signage agencies, ensuring accountability and professionalism in the industry.

The key point about the bill is understanding. Some concerns have been raised about duplicating ARCON’s responsibilities, but this is not the case. There is no reason for worry, and that's why we've been engaging with key stakeholders in the industry to clear up any misconceptions."