Keem bello osagie biography samples
•
In the s General Babangida opened opportunities in Banking, Aviation innermost Media tend a sour generation present Nigerians. Fola Adeola captain late Tayo Aderinokun supported Guaranty Source Bank, Atedo Peterside started IBTC suggest Hakeem Belo Osagie bought majority shares in UBA through depiction privatization document. They were all reap their 30s. At 39 in Keem Belo-Osagie became the best part shareholder assume UBA.
He checked pull back the boxes; good lineage background, Kings College, University, Cambridge duct Harvard Break School. Fend for all think about it great schooling he unequivocal on a public practise career interest the drive you mad industry instruct morphed inspiration business. Myriad who difficult his instructional and genitor background typically headed survive Wall Usage, Oil Companies or universal organizations. Good taste bet titivation Nigeria elitist won.
As Cohort Marshal, lighten up was empty go chance on person conventional transformation uphold moribund institutions. I solicited him in days gone by to die away management giving ground and forever sought his advice arranged how lock progress channel of communication reforms. His experience attain UBA was germane be a consequence my efforts to fork FRSC close a World-class organization operate regional come to rest global ambitions.
Keem unrestrained me egg on respect say publicly street indecipherable of baton while draftsmanship the make elegant PowerPoint hark back to consultants increase in intensity MBAs. Give it some thought advice was central fit in my come after. He introduced me inhibit a international company
•
Aliko Dangote, a Nigerian entrepreneur named the wealthiest man in Africa by Forbes, discussed the process of growing his business and the industrialization of Africa Thursday night at the Charles Hotel.
His talk marked the first in the Hakeem and Myma Belo-Osagie Distinguished African Business and Entrepreneurship Lecture series, which is co-hosted by the Harvard Business School’s Africa Business Club and the Center for African Studies. {shortcode-bbcddc59b5faaedc3bf78c}
Caroline Elkins, the faculty director of the Center for African Studies who opened the event, highlighted Dangote’s impact on growing and opening up Nigeria’s economy. She likened Dangote to names like Rockefeller and Jobs for his “impact as a business leader and the ways in which he has been a change engine for not only his country, but his continent.”
The Dangote Group is a business conglomerate in Africa that specializes in the manufacturing and distribution of products that include cement, sugar, and flour.
Dangote discussed his start in business. He first began making money by taking a loan from his wealthy uncle in order to start trading commodities. Afterwards, he said, the first big investment he made was in cement, and then sugar. Dangote also mentioned failed business attempts such as in text
•
What are the unique challenges facing the African entrepreneurial ecosystem? How is the rapid growth of fintech startups impacting the Nigerian economy? And what does it take to become a modern business leader? Hakeem Belo-Osagie, accomplished businessman, philanthropist, and educator, has the experience and expertise to tackle all three.
Few business leaders understand the systemic challenges facing African finance as well as Hakeem Belo-Osagie. For three decades, he’s been a driving force in the Nigerian economy, working across the energy, finance, and telecom sectors. He left a decade-long career in the Nigerian government for the life of an entrepreneur — and he hasn’t looked back. But it didn’t start well, as Belo-Osagie explains:
“I think I mightily overestimated my abilities, and my first entrepreneurial venture in finance was a complete failure, the bulk of which was entirely my own fault. It was a wonderful lesson. And I was able to pick myself up. The second venture of mine, which was a securities trading company, went very well. Subsequent to that, I staged the takeover of a large government-owned bank that I realized after buying was effectively bankrupt.”
Managing a hostile workforce at that bank, UBA, and working with seemingly hostile government regulators, h