How Stephanie Chiamaka Madumelu Is Transforming Women’s Health Through Prevention and Education
Recognizing that many preventable reproductive health conditions continue to affect women because of limited awareness, stigma, and unequal access to healthcare, Stephanie founded Maky Bloom to bridge these gaps through community-centered health education and outreach.
The Shege of Work and Business
A few weeks ago, we asked our community to share something about their work or business life that they’ve never said out loud, professionally. We expected a handful of replies. What we got instead was a flood, and once we started reading through them, a few things came up again and again. Enough that we knew we couldn’t just say “thank you for sharing” and move on. These stories deserved a real conversation, not a comment section. Here’s some of what came up. The Boss Who Makes You Question Your Own Sanity The manager who takes credit in the meeting for the work you did alone at 1am. The one who promises a promotion “next quarter” for three quarters running. The one whose mood decides whether the office is safe or unbearable that day. What struck us wasn’t that these stories exist, every working woman has at least one. It’s how often they get minimised. “That’s just how work is.” “Every job has a difficult boss.” Except when you put dozens of these stories side by side, a pattern shows up that’s harder to wave away: a lot of talented women are quietly burning out under leadership that was never held accountable for how it treats people. The Client From Hell (Every Entrepreneur’s Favourite Story) If the corporate stories were about hierarchy, the business owner stories were about disrespect in a different form. The client who negotiates your price down, then expects premium delivery. The one who disappears for three weeks mid-project and resurfaces demanding it “yesterday.” The one who wants “just one small revision” for the fifth time, still within the original budget. Running a small business in this economy is hard enough without also having to manage clients who’ve never once considered that your time, materials, and expertise cost something. Several women told us they’ve started undercharging just to avoid conflict, and then resenting the work because of it. Business Partnerships That Don’t Survive the Money Conversation This one came up more than we expected. The co-founder who quietly checked out once the business started making money. The “50/50” partnership that was never actually 50/50 in effort. The friend-turned-business-partner situation that ended the friendship too. Nobody warns you, when you’re excited to start something with someone you trust, that the hardest conversations will be about money, contribution, and who’s actually doing the work. A lot of the women who wrote in said the business itself wasn’t the hard part, the partnership was. The Real Shege Put together, what we heard wasn’t really about any one bad boss or one difficult client. It was about how much invisible labour goes into simply surviving work and business as a woman in Africa right now, managing other people’s egos, chasing payments that should never have needed chasing, staying professional while being disrespected, and rarely having anywhere to say any of it plainly. That’s what we want to give the community now: a real space for that. Not to name anyone, not to drag anyone, just to name the patterns clearly enough that when you read them, you think “wait, this happened to me too.” Come Talk to Us Over the next few weeks, we’re opening this conversation up properly across our social pages, real (anonymised) stories, audio conversations, and a few live sessions where you can join in and share your own experience. Toxic bosses, difficult clients, business partnerships gone sideways, the interview process that ghosted you, the job that wasn’t what the description promised, we’re covering all of it, one week at a time. If any of this sounds familiar, you’re exactly who this is for. Follow the conversation and add your voice here This is your platform as much as it is ours.
Restoring Landscapes, Restoring Lives: How Thembisa Ntisa is Using Conservation to Create Opportunities in South Africa
Environmental degradation and unemployment are two of South Africa’s most pressing challenges. For entrepreneur and conservation leader Thembisa Ntisa, these issues are deeply connected, and solving one can help solve the other. As the founder and project leader of Ntisa Enviro Projects, Thembisa has built a business that combines ecological restoration with social impact, using environmental conservation as a pathway to employment, skills development, and community empowerment. Turning a Challenge into a Purpose Thembisa’s journey began with a simple but powerful realization: degraded landscapes and unemployment both deplete communities of hope and sustainability. Invasive alien plant species continue to threaten biodiversity, reduce water availability, and increase fire risks, while many young people and women struggle to access meaningful employment opportunities. Rather than seeing these as separate challenges, she saw an opportunity to address both. This vision led to the establishment of Ntisa Enviro Projects, a company dedicated to restoring ecosystems while creating jobs and building skills within local communities. Through structured environmental restoration projects across the Western Cape, she has empowered local youth and women through employment, skills development, and practical environmental training. Her work demonstrates that conservation is not only about protecting nature—it is also about restoring dignity, creating livelihoods, and building stronger communities. Restoring Ecosystems Through Practical Action Ntisa Enviro Projects specializes in invasive species management, environmental rehabilitation, and ecosystem restoration across the Western Cape. The company works to remove invasive species such as Gum, Pine, Port Jackson, and Blackwood, helping restore natural ecosystems and protect valuable water resources and biodiversity. The work often takes place in challenging landscapes, requiring careful planning, strict safety standards, and close collaboration with municipalities and conservation stakeholders. Beyond invasive species management, Ntisa Enviro Projects actively implements interventions that support the long-term recovery of ecosystems. These interventions help direct water flow, reduce erosion, protect riverbanks, and create stable conditions that allow indigenous vegetation to develop strong root systems and recover naturally. The philosophy is simple: Clear. Rehabilitate. Protect. Regenerate. By combining invasive species management with active rehabilitation, the company ensures that restoration extends beyond the removal of invasive plants and contributes to the long-term health, resilience, and balance of natural ecosystems. Creating Opportunities Through Conservation At the heart of Ntisa Enviro Projects is a commitment to people. Through its environmental restoration initiatives, the company has created employment opportunities and provided practical training in areas such as herbicide application, chainsaw operation, and health and safety management. These experiences equip participants with valuable skills that improve confidence, employability, and long-term opportunities. For Thembisa, conservation is not only about protecting nature—it’s also about restoring dignity and creating pathways for people to thrive. Leadership Rooted in Service As a founder and project leader, Thembisa remains actively involved in field operations, mentoring teams, ensuring environmental compliance, and supporting workers as they grow personally and professionally. She also documents project progress meticulously, tracking both environmental and social outcomes to demonstrate accountability and measurable impact. Her leadership philosophy is simple: “When we restore the environment, we also have an opportunity to restore hope, dignity, and livelihoods.” This belief continues to guide every project undertaken by Ntisa Enviro Projects. Looking Ahead The vision for Ntisa Enviro Projects is to become a leading force in environmental rehabilitation and community empowerment, demonstrating that conservation and socio-economic development can go hand in hand. Every hectare restored represents more than environmental progress—it represents opportunities created, skills developed, and communities strengthened. As the company continues to grow, its mission remains clear: To restore degraded landscapes, protect natural ecosystems, and create meaningful opportunities for people while building a more sustainable future for generations to come. Partner with a restoration team delivering measurable impact on land and livelihoods. Website: https://ntisaenviro.co.za/LinkedIn: https://www.linkedin.com/company/ntisa-enviro-projectsEmail: info@ntisaenviro.co.za
Why African Women Entrepreneurs Are Undervalued by Investors — And How to Change the Narrative
By She Leads Africa | 22nd June, 2026 Here is a number worth sitting with: in 2024, female-led startups across Africa raised just $48 million. Their male counterparts raised $2.2 billion. That’s not a gap. That’s a canyon. And it’s getting worse. Women-led startups received only 2% of total venture capital deployed across Africa in 2024 — the lowest share recorded since data collection began. A year later, despite a 40% rebound in overall African startup funding, the situation barely moved. Less than 10% of all venture funding in 2025 went to companies with even one female founder. If you are a woman building a business on this continent, these numbers are not news to you. You have felt this. In the rooms you weren’t invited into. In the pitch feedback that focused on your risk rather than your runway. In the investor who asked who else was backing you before deciding if he should. The question isn’t whether the gap is real. The question is: what do we do about it? First, let’s name what’s actually happening The funding gap is not an accident. It is the output of a system that was never designed with African women entrepreneurs in mind. Bias shows up before you even walk in the room. Research consistently shows that investors — the majority of whom are men — tend to back founders who look, sound, and network like them. This “homophily” effect means women-led ventures are evaluated through a narrower lens, often before a single slide is reviewed. The sectors women dominate are undervalued. Women-led startups are disproportionately concentrated in education, health, agriculture, and social impact — all sectors that attract lower valuations and smaller check sizes than fintech infrastructure or enterprise SaaS, where male founders dominate. It’s not that these sectors matter less. It’s that the ecosystem has decided to value them less. The “market potential” question is rigged. Women entrepreneurs frequently report being questioned about the size of their addressable market — even when they are explicitly serving African women consumers, one of the fastest-growing and most underserved economic groups on the continent. A $2.5 billion funding gap has accumulated over five years while investors simultaneously missed the explosive growth of women-driven markets in e-commerce, mobile finance, and agri-food. Grant dependency is a trap, not a solution. Women receive around 52% of Africa’s grant funding — which sounds like progress until you realise that grants don’t build the equity runway needed to scale. Overreliance on grants keeps businesses in a perpetual “startup” phase and reinforces the perception that women-led ventures need charity, not capital. What this costs all of us This is not only a women’s issue. It is an economic one. The McKinsey Global Institute estimates that closing the gender funding gap in Africa could unlock $316 billion in additional economic growth. The $42 billion financing gap for women entrepreneurs isn’t just a missed investment opportunity — it is economic value being left on the table, every single year. Women in Africa represent one of the highest rates of entrepreneurship in the world. They are already building. They are already selling — On the Jumia platform, over half of sellers in Kenya and Nigeria are women, according to IFC research, a signal of just how actively African women are driving digital commerce. They are already creating employment, driving household income, and sustaining local economies. The infrastructure of care, food, learning, and trade in this continent runs largely on women’s labour and ingenuity. Choosing not to fund them is not a neutral decision. It is a choice — and it has compounding consequences. What you can do — right now, as a woman entrepreneur If you’re building and you’re frustrated, you have every right to be. But here is what we know works. Get clear on what kind of capital you actually need. Not every business needs venture capital, and chasing VC before you’re ready — or when it’s the wrong structure for your model — can cost you equity and momentum. Revenue-based financing, development finance institutions (DFIs), blended finance instruments, and targeted grant programmes are growing. Know your options before you walk into any room. Build your evidence base obsessively. Investors claim to be data-driven. Give them data that’s hard to argue with — unit economics, retention metrics, market size research, customer testimonials. Don’t let anyone tell you your market is too niche when you can show them exactly who your customer is and how much she’s willing to pay. Invest in your investor network before you need it. The single biggest predictor of who gets funded is who already has warm introductions to the right people. This is unfair — and it is also true. Find the female angel networks, the gender-lens funds, the investors who have a track record of backing women founders. In Kenya, for example, a robust network of female angel investors has measurably increased funding rates for women entrepreneurs. That’s replicable. Document your story with precision. Your impact, your growth, your team, your vision — all of it needs to be articulable in three minutes and defensible in an hour. Work on your pitch the same way you work on your product. Ruthlessly. Find your community and stay in it. Isolation is the enemy of ambition. Connect with other women who are at the stage you’re trying to reach. They will open doors, share intelligence, challenge your assumptions, and remind you — when the ecosystem fails you — that the failure is not yours. What needs to change at the system level Individual preparation matters. But let’s be honest: the burden of fixing a structural problem should not fall entirely on the people being excluded by it. The ecosystem needs to move. Specifically: Gender-disaggregated data must become standard. You cannot address what you do not measure. Every fund, accelerator, and DFI operating in Africa should be required to track and publish funding flows by gender. More women need to be in investment decision-making roles.
The Investment Society, UNILAG set to host ‘The Colloquium 2026’ this June in Grand Style
The Investment Society, UNILAG (TISUNILAG) has announced this year’s edition of its flagship student conference, The Colloquium 2026, set to drive deep conversations on the future of the financial markets, renewable energy and infrastructure development in Nigeria. The event would be held on Thursday, June 18th of June, 2026, at the J.F. Ade Ajayi Hall (Main Auditorium), University of Lagos, with over 2,500 expected attendees including students, finance professionals, industry leaders, energy change makers, and innovators.The narrative of Nigeria’s infrastructure failure has been the same for decades. The same old story of electricity blackouts, potholed roads, and unmet budget deficits, told over and over again in different languages across different generations. This timeless tale of our infrastructure performance is not just a favourite bedtime story; it’s a fact. In 2020, the World Bank estimated that Nigeria needs $3 trillion in investment over the next 30 years (approximately $100 billion annually) to tackle its infrastructure deficit. As unrealistic as the math seems, it is the reality, and when the state retreats from stepping up, a new set of players emerges. A private crop of builders, independent power producers, and digital innovators are rewriting the story of Nigeria and its financial markets from the ground up. The conversations at The Colloquium 2026 are designed to discuss the key sectors in this emergence. The theme: “Unlocking A New Era: The Future of Nigerian Financial Markets, Renewable Energy, and Infrastructure Development” reflects the sharp, crucial redefinition of Nigeria’s most chronic deficits as its most explosive opportunities, and a direct invitation to the next generation to participate in the unfolding of the new era, rather than standing back and spectating. The Colloquium 2026 is not built for passive attendance. The panel sessions go beyond theory, putting industry intelligence into the hands of students, equipping them to diagnose real-world problems, pressure-test ideas, and leave sharper than they arrived. Aside from these sessions, there will be entertainment and side events to ensure optimal engagement and absolute audience satisfaction. Last year, we had some of the sharpest minds and biggest voices on the continent at The Colloquium 2025. Industry leaders like Mrs Adenike Ogunlesi, the founder and CRO of Ruff ‘n’ Tumble, and Mr Banji Fehintola CFA, an Executive Board Member and the head of financial services at Africa Finance Corporation (AFC), led conversations on the future of capital and independent thinking. Conversations like this are what we champion annually at The Colloquium. It’s the bar. It’s the legacy. The Colloquium 2026 raises the bar with a new roster of industry giants and thought-leaders prepared to tackle this year’s theme with the urgency it requires. Bolstered by the support of institutions like Aradel and FCSL Capital, and featuring a formidable lineup including Shola Carrena, Odunayo Ojo, and Dapo Olagunju, regardless of if you are strategizing your professional debut within the financial sector, a young founder stress-testing your thesis against real market intelligence, or a professional looking to stay ahead of the curve, The Colloquium 2026 is where your next big connection, idea, or opportunity is waiting. To create a sense of expectation, the livestream of The Colloquium 2025 is on YouTube. You can also follow The Investment Society on social media for updates, speaker announcements, and everything building up to June 18th. WhatsAppInstagramX (fka Twitter)LinkedIn Nigeria’s next era is not a prediction. It is a project, and it needs architects. Will you be in the room? Register for The Colloquium 2026.
From Classrooms to Careers: What Nigeria’s 13,709 Women Taught Us About Workforce Development
By Samson Arowobusoye, Job Matching Consultant, She Leads Africa | June 8, 2026 A Year 1 Impact Report on the BoostHer Program, a Partnership Between She Leads Africa and Jobberman In Nigeria, being a young woman with an education is no guarantee of economic independence. According to the World Bank’s 2025 Gender Data Report, only 10.5% of employed Nigerian women hold formal wage or salaried positions, compared to 17% of their male counterparts. Meanwhile, 13.4% of young women are classified as NEET: not in education, employment, or training. And for women in the most underserved communities, including internally displaced persons living in camps, this figure is far worse. The gap between education and economic inclusion is not a skills problem alone. It is a structural one, compounded by access, geography, confidence, and the near-total absence of opportunity. It was into this reality that the BoostHer Program was launched in May 2025, a partnership between She Leads Africa (SLA) and Jobberman, under the broader Young Africa Works initiative. The program was designed to meet women where they were, offering both digital and practical livelihood skills. For women in displacement camps, this included hands-on training in soap making and financial literacy, skills with immediate income-generating potential that required no device, no internet connection, and no prior technical background. For women with digital access, the program offered professional and entrepreneurial training across a range of high-demand fields. The goal across all tracks was the same: equip Nigerian women with market-relevant skills and translate that training into measurable economic outcomes. By January 2026, when Year 1 closed, 13,709 women had been trained. 2,750 had recorded income improvements through new jobs, promotions, freelance gigs, or product sales, all directly traceable to skills acquired through the program. This is what SLA learnt. 13,709Women Trained 2,750Income Improvements Recorded 30,000Target for Year 2 The Women We Set Out to Reach The BoostHer Program targeted Nigerian women between the ages of 18 and 35, but from the outset, SLA resisted the temptation to define that group narrowly. Formal education, as understood within the program’s eligibility, begins from the secondary school certificate. Participants did not need to be university graduates or current tertiary students to qualify. The program was designed for any woman who had completed at least a secondary school education, whether she had gone further into higher education or not. Within that broad eligibility, participants came from three distinct starting points. Some were graduates navigating a difficult labour market. Some were students still in school, building skills ahead of graduation. And some were active business owners, whether graduates or not, who needed digital and practical tools to grow what they had already built. The program was structured to serve all three. This led to a deliberate two-pathway structure at the heart of the BoostHer Program. The Professional Pathway served women seeking new employment, career advancement, or promotion within formal organisations. The Entrepreneurial Pathway served women running or building businesses, who needed practical skills to expand their reach, grow their revenue, and compete in an increasingly digital marketplace. Both pathways were equal in design priority. Neither was treated as secondary. Jobberman, as the program sponsor and convener under the Young Africa Works mandate, brought its deep understanding of the Nigerian labour market to the partnership. SLA, as the implementation partner, brought its expertise in reaching and training young African women, particularly those who are ambitious and hungry for opportunity but structurally underserved by mainstream workforce development programs. Courses Built Around Real Needs One of the deliberate design choices in Year 1 was to resist the temptation of a one-size-fits-all curriculum. The BoostHer Program offered a suite of courses calibrated to the actual economic activities of the women it serves, organised around the two core pathways, with a dedicated track for women in underserved and displaced communities. Under the Entrepreneurial Pathway, participants could enrol in Digital Marketing and Content Creation, designed for business owners seeking to grow their brands online; Smartphone Video Editing, which enabled participants to produce professional-grade content without expensive equipment; E-Book Creation, targeting authors and content creators looking to monetise intellectual property; and Brand Design, equipping women building personal and business identities in a competitive visual economy. Under the Professional Pathway, participants could enrol in Executive Virtual Assistance, one of the highest-demand remote work skill sets in today’s economy, and Data Analysis covering Excel, SQL, and Power BI, opening doors into the data-driven sectors of finance, technology, and business. For women in IDP camps and other underserved communities, the program delivered soap making and financial literacy training, practical livelihood skills that could generate income immediately, without a smartphone, a laptop, or an internet connection. These courses were not an afterthought. They were a recognition that workforce development, to be truly inclusive, must speak the language of the community it is trying to serve. Across all tracks, the shared principle was the same: every course was a direct pathway to a specific income-generating opportunity that participants could activate immediately after completion. What the Data Revealed Of the 13,709 women trained between May and December 2025, follow-up reporting before year’s end captured 2,750 with verifiable income improvements. This 20.1% documented outcome rate, achieved within the same calendar year as training, is a significant indicator for a program of this scale and reach. When broken down by pathway, the outcomes tell a rich story. Of the 2,750 recorded improvements, 817 came through the Professional Pathway. Of those, 663 participants secured new jobs and 154 recorded promotions within their existing organisations. The remaining 1,933 outcomes came through the Entrepreneurial Pathway: 1,561 participants recorded direct product or service sales traceable to skills gained through the program, while 372 secured paid freelance gigs. Together, these figures confirm that both pathways delivered real, measurable economic value within the same year of training. The program’s reach also reflected geographic and demographic breadth, with participants drawn from across Nigeria with varying levels of prior education and digital exposure. Professional Pathway817 outcomes (29.7% of total)663 new
The Gap Is Not About Awareness — It’s About Who Gets Left Out of the Room
Why African women entrepreneurs are still being failed by the systems built to serve them — and what She Leads Africa is doing about it. There are more fintech apps, grant programmes, accelerators, and women empowerment initiatives on the African continent today than at any point in history. And yet, if you ask the women building businesses across Africa — from the woman six months into her first venture to the one who has been grinding for five years — many will tell you the same thing. The opportunities exist. But not for her. Not yet. This is the paradox that sits at the heart of women’s entrepreneurship in Africa. It is not a gap caused by a lack of solutions. It is a gap caused by solutions that keep finding the same women — the already connected, the already visible, the ones who already had one foot inside the door. At She Leads Africa, we see this every day. And we think it is time to name it plainly. The Pipeline Leaks at Every Stage The challenge facing African women entrepreneurs is not one bottleneck. It is many — and they show up differently depending on where a woman is in her journey. The aspiring entrepreneur has the idea, the drive, and the lived experience. What she doesn’t have is a pitch deck she was taught to write, an account history that satisfies a lender, or a network that opens the right doors. The tools and programmes built to help her still assume she is already halfway there. The early-stage founder is generating revenue — sometimes formally, often not. But the moment she tries to grow, the system asks her to prove she is already established. Registration documents. Bank statements. Credit history. Requirements that assume a formalised business life she hasn’t had the opportunity to build yet. She is told to be formal before the system will help her formalise. The growth-stage woman has survived. In the African entrepreneurship environment, that alone deserves recognition. But survival doesn’t make her visible to funders. She is too revenue-generating for a grant, too informal for equity investment, and too small for a traditional bank loan. She has outgrown the programmes designed for beginners and been overlooked by the systems designed for scale. The ecosystem has no clear product for who she is right now. At every stage, the same truth emerges: the pipeline doesn’t break in one place. It leaks everywhere. It’s Not Just Funding. It’s Technology Too. When we talk about inclusion for women entrepreneurs, the conversation often stops at capital. But the gap runs deeper than money. The digital tools built to serve African women entrepreneurs — the apps, the platforms, the financial products — are largely designed for someone who already has a registered business, a reliable internet connection, a smartphone, and a transaction history. For the woman who has none of these yet, the technology meant to include her is effectively invisible to her daily reality. And here is what makes this particularly frustrating: the women we work with are not lacking in intelligence or capability. Many are educated. Many are digitally aware. Many have smartphones and data. But they are still using tools that were not built with them in mind — tools that assume a version of their life that doesn’t yet exist. This is the technology inclusion gap that doesn’t get talked about enough. It is not just about the woman in a rural area with no internet access. It is also about the young graduate in the city who downloads a fintech app and finds that every feature requires a credit history she was never given the chance to build. Both women are being failed. By the same assumption. That inclusion means making the tool available — not making it actually work for her. The Bigger Problem: Who Is in the Room When Solutions Are Built Every programme, product, and policy that has failed to reach the women who needed it most has one thing in common. She wasn’t in the room when it was designed. Not really. Not in a way that shaped the brief, challenged the assumptions, or redirected the approach. She may have appeared in a survey. She may have been referenced in a needs assessment. But co-design — real, compensated, iterative co-design that starts from her reality — is still the exception, not the standard. The result is solutions that are technically available but practically inaccessible. Programmes that serve the women already connected to the ecosystem and measure that as impact. Funds routed through organisations closest to power, not closest to the women themselves. We are not short of good intentions. We are short of proximity. And proximity cannot be replaced by a focus group held after the product is already built. What She Leads Africa Is Building Toward She Leads Africa exists because we believe African women don’t need to be saved. They need to be seen. Seen at the aspiring stage, before they have the language or the credentials the system demands. Seen at the early stage, when they are building something real with little structural support. Seen at the growth stage, when they have proven themselves and still can’t get a seat at the table. Our work is not perfect. The gap is wide, and we are one organisation. But we are committed to closing it one step at a time — by creating platforms where these women are not just beneficiaries of a solution someone else designed, but active voices in shaping what support actually looks like for them. That means programmes built around continuity, not just conversion. Real, sustained accompaniment — mentorship that outlasts the cohort, networks that hold beyond graduation, follow-on support that responds to where she actually is, not where the programme assumed she would be. It means funding and amplifying the organisations with genuine proximity to underserved women — the ones operating in communities that the mainstream ecosystem rarely reaches. And
650+ Women. One Powerful Day: Highlights from the SLA BoostHer Career & Trade Fair 2026
Event Recap | May 2, 2026 What happens when you bring together hundreds of ambitious women, top recruiters, thriving entrepreneurs, and passionate facilitators under one roof? You get the SLA BoostHer Career & Trade Fair 2026 — and it was nothing short of electric. Sponsored by Jobberman and held at the Regal Hall of Daystar Christian Centre in Lagos, the fair was a full-day celebration of women’s potential, packed with learning sessions, live exhibitions, recruiter meet-and-greets, brand activations, and an energy that you simply had to be there to feel. Over 650 women showed up and the enthusiasm was palpable from the very first moment. Attendees arrived early, buzzing with anticipation, and set the tone for a day that exceeded every expectation. The Sessions: Learning That Lit Up the Room The career fair sessions were nothing short of outstanding. The highlight? A masterclass on Brand Identity and Strategy that had attendees on the edge of their seats. The facilitator brought his absolute A-game, and participants left with fresh, practical insights on how to build and communicate their personal and business brands with confidence. That wasn’t all. Sessions on LinkedIn Optimization, Personal Finance, and a Recruiter Hot Seat rounded out a rich programme that gave women real tools they could walk away with and use immediately. The Recruiters: Real Opportunities, Right There on the Floor One of the most exciting parts of the day was watching careers take shape in real time. Recruiters from some of Nigeria’s most reputable organisations — including HReade Limited, Hugo Technologies, Outcess Solutions, Silverbird, Tenece, HRhub, and the Nigerian Bottling Company — showed up ready to connect. Together, they engaged over 400 participants across the course of the event. By the end of the day, over 250 candidates had been shortlisted for the next stage of their hiring processes, and 40 placements were confirmed on the spot. These weren’t just handshakes and business cards — they were life-changing conversations that opened real doors. The Trade Fair: Women Selling, Women Winning If the career fair was the mind of the event, the trade fair was its heartbeat. 18 exhibitors — all drawn from SLA’s trained participant pipeline — set up shop and showed the world exactly what they were made of. The atmosphere at peak hours was lively, loud, and full of joy as attendees moved through stalls, made purchases, and cheered each other on. Beyond the Fair: The Learning Never Stops The SLA BoostHer Fair may have been one incredible day, but the programme it belongs to runs all year long — and it’s open to you. For the women who joined us virtually, the YouTube livestream brought the energy of the room to screens across the country, reaching 201 viewers in real time. And across Instagram and LinkedIn, attendees posted, tagged, and shared their experiences, turning what happened in Lagos into a nationwide conversation. But here’s the best part: whether you were in the room, on the stream, or simply wish you had been — there is still a seat at the table for you. The SLA BoostHer programme continues virtually every week, offering hands-on training in the skills today’s job market is actively looking for. We’re talking about: And so much more. These are not just courses — they are career pathways designed to take women from where they are to where they deserve to be. Over 4,500 women registered for the 2026 BoostHer Fair. Every single one of them — and every woman reading this — is invited to keep going. The virtual classes are weekly, the community is thriving, and the next chapter of your story is waiting. A Day to Remember The SLA BoostHer Career & Trade Fair 2026 proved, once again, that when women are given the right platform, the right tools, and the right community — they soar. From the first session to the last sale, every moment was a reminder of what is possible when we invest in women. We are so proud of every woman who showed up, showed out, and walked away a little more equipped, a little more connected, and a little more unstoppable than when she walked in. See you at the next one. 🌿
What It Really Means to Lead: Growth and Influence with Rosemary Egabor-Afolahan
Leadership is often reduced to titles and visibility. For Rosemary Egabor-Afolahan, it is something far morepractical. It is about responsibility. It is about making decisions that carry weight. It is about showing upconsistently and doing the work that keeps an organisation moving forward. As Director of Commercial and Communications at News Central TV, Rosemary sits in a role that demandsboth strategy and execution. As a business Builder. She is responsible for driving growth, buildingpartnerships, and shaping how the organisation communicates with its audiences. It is a position that requiresclarity, discipline, and a deep understanding of how business and media intersect. Her journey into this space did not follow a straight line. Before moving into media, she built her career acrossbanking and the oil and gas sector. Those early experiences exposed her to structure, performanceexpectations, and the realities of operating in high-pressure environments. Over time, she developed a strongfoundation in business development and strategic thinking, skills that would later define her work incommunications. When she joined News Central in 2018, the organisation was just kicking off and still growing into its identity.There was an opportunity to build, but also a need for direction. In her role as Commercial Lead at the time,Rosemary focused on market growth, platform on-boarding, strengthening partnerships and positioning thebrand to attract both audiences and investors. That work paid off. The network expanded its reach, onboarded on satellite platforms, secured keypartnerships, and emerged as a more visible player in the African media space. Her eventual appointment asDirector of Commercial and Communications reflected that contribution. It was not just a title change. It was arecognition of consistent results. Beyond her direct company, Rosemary has also provided a platform for media practitioners and leadingcommunications professionals in Africa. Her initiative, the Media Hangout Network (also known as the MHNGnetwork), has been committed to national discussions on media development in Nigeria. Ahead of the 2023 elections, the MHNG Network drove conversations with media stakeholders, policymakers,and government representatives on the need for operational synergy leading up to the national event, as wellas the roles society needed to fulfill for development. In industries like media, that impact is even more visible. The stories told, the way they are told, and the voicesamplified all shape public understanding. Through her work at News Central, Rosemary has been part ofbuilding a platform that focuses on telling African stories with context and clarity. She has displayed that growth is not about hitting targets but building something that can last. That meansputting structures in place, creating clear processes, and making sure people have the tools they need to dotheir jobs well. It also means paying attention to people. Leadership, in her view, is not about control. It is about clarity and direction. People need to understand thegoal, but they also need the space to contribute. When that balance is right, teams perform better, their ideasimprove, and their results become more sustainable. This is also where impact begins to show. When women are given the opportunity to lead effectively, the effect goes beyond the organisation itself. Itchanges the way decisions are made. It introduces different perspectives. It creates room for others to stepforward. Staying effective in that space also requires continuous learning. The media landscape is changing quickly.Technology is shifting how audiences consume content. Expectations are evolving. What worked a few yearsago may not work today. For leaders, this means staying open. It means being willing to adjust, to rethink, and to keep learning.Rosemary’s time at Lagos Business School reflects that commitment to growth, not just in theory, but inpractice. In pursuit of her postgraduate degree in Media and Communications, she led activities in her classand, after graduation, obtained professional certifications in Strategy from the same institution. She sharedhow her time at the Lagos Business School stretched and refined her aspirations and her contributions to thedevelopment of the institution remain evident through alumni support, and continuous collaborations remainevident. For women building their careers, her journey offers a clear takeaway. There is no perfect path. There is nosingle formula. But there are habits that make a difference. Take your work seriously.Understand your environment.Build your skills deliberately.And being consistent. Because in the end, leadership is not defined by a single moment. It is built over time. Through decisions.Through effort. Through the ability to stay focused and keep going. For Rosemary Egabor-Afolahan, that is what leadership looks like in practice. Not just being in the room, butcontributing in a way that moves things forward.
Zedcrest Appoints Simbiat Bada as Managing Director, Stockbroking
Bada’s appointment follows Zedcrest’s acquisition of RMB Nigeria Stockbrokers and aligns with its strategic vision to deepen market capabilities as it continues to deliver innovative, client-focused solutions that drive growth and strengthen its market position. Lagos, Nigeria – March 2026 — Zedcrest Group, a leading financial services powerhouse with a strong footprint across Asset Management, Investment Banking, Securities, and Financing, has announced its Board’s approval of Simbiat Bada’s appointment as Managing Director, Stockbroking. Adedayo Amzat CFA, the Group Managing Director, Zedcrest Group who made the announcement at a media parley held at the Zedcrest Head Office in Lagos, noted that the appointment will now be vetted by the Securities and Exchange Commission (SEC). According to him, “Bada’s appointment reflects Zedcrest’s commitment to deepening its expertise in securities trading and delivering superior execution, advisory, and wealth creation opportunities for our clients. It also reinforces our ambition to build a best-in-class stockbroking business that is responsive to evolving market dynamics.” Also commenting, Chairman of the Zedcrest Board, Babatunde Sanda, FCA, expressed confidence in the appointment, noting that Bada’s leadership will be instrumental in unlocking new opportunities and delivering sustained value for stakeholders. He added, “We are confident that Simbiat brings the discipline, professionalism, and strategic insight required to strengthen Zedcrest’s position in the equities market.” Simbiat Bada is a certified investment professional with nearly a decade of experience spanning securities trading, asset management, sales, and business development. She holds a bachelor’s degree in Economics from the American University of Nigeria, Yola, and a master’s degree in Economics from the University of Lagos. She is also a member of the Chartered Institute of Stockbrokers (CIS) and a qualified Chartered Accountant (ICAN). Prior to joining Zedcrest Securities, she held key roles at Vetiva Securities and WSTC Financial Services Limited, where she leveraged her expertise in trading, operations, and wealth management to drive performance and support business growth. As part of its long-term expansion strategy, Zedcrest had successfully acquired RMB Nigeria Stockbrokers in 2024, which was subsequently rebranded as its stockbroking arm, Zedcrest Securities. This move strengthened the company’s presence in the equities market, enhanced its trading capabilities, and expanded its offerings across the capital markets value chain. About Zedcrest Group Founded in 2013, Zedcrest Group offers its diverse clientele a broad range of financial solutions, which include Asset Management, Investment Banking, Securities, and Financing. These services are provided through its subsidiaries: Zedcrest Investment Managers (Zedcrest Wealth), Zedcrest Global Markets, Zedcrest Securities, Zedcrest Capital, and Zedvance Finance. For more information, visit www.zedcrest.com.