From the moment those first SIM cards hit the market, a quiet revolution began. No, not in the dusty corridors of power or the high towers of industry, but in the hands of ordinary Nigerians.

The change was instant and irreversible. Suddenly, you could call anyone, anywhere, anytime. Businesses found new ways to connect, families stayed in touch across continents, and young people discovered the magic of “flashing.”

The magic started when then-President Olusegun Obasanjo’s administration sanctioned the liberalisation of Nigeria’s telecoms sector and approved the licensing of digital mobile operators.

It was a bold, forward-looking policy decision that opened the door to private investment, broke the state monopoly, and set the stage for a competitive market.

The Nigerian Communications Commission (NCC) conducted the 2001 landmark GSM auction that ushered in the mobile revolution that transformed the nation’s economic and social landscape.

But the real story of these 24 years goes far beyond the joy of mobile calls and texts. It’s about jobs, commerce, and capacity building on a scale on a humongous scale.

Let’s start with employment. Digital mobile telephony has created hundreds of thousands of direct jobs, from engineers and marketers to customer service agents and retail sales staff. These are the visible ones. I was privileged to spend almost nine exciting years at MTN Nigeria.

Then there are the millions of indirect jobs: tower riggers, recharge card sellers, mobile money agents, SIM registration officers, and, yes, even those who rent out umbrellas to street-side phone vendors.

Every city, every town, every village has felt this ripple effect. For many young Nigerians, that first job in a telco store or as a recharge card hawker was the gateway to bigger opportunities. It wasn’t just about earning money; it was about learning discipline, customer service, and the hustle mindset that fuels our economy.

The impact on the economy? Massive. Think of a sector, any sector, and I’ll show you how mobile telephony supercharged it. Agriculture? Farmers now contact buyers directly, eliminating the need for middlemen.

Banking? Mobile banking, USSD codes and fintechs with services like Moniepoint, OPay and PalmPay have turned phones into banks, driving financial inclusion for millions. Education? Students download resources and attend virtual classes.

Entertainment? Nollywood and Afrobeats exploded onto the global stage, riding on the back of mobile internet.

It’s no exaggeration to say that digital mobile telephony became the invisible infrastructure powering Nigeria’s growth.

Besides, mobiles supercharged SMEs, which make up over 90 per cent of Nigerian businesses. Research shows that businesses using mobile internet see productivity jumps of at least 10 per cent, growing twice as fast and exporting more.

Today, across Nigeria, millions of people are earning a living from phone-related hustles. From POS agents handling cashless transactions to content creators on TikTok, mobile is the ultimate job creator.

Perhaps one of the most underappreciated aspects of this revolution is the massive skill transfer it triggered.

In 2001, Nigeria had limited local expertise in telecoms engineering, network maintenance, or digital customer care. Today, the country boasts a growing army of telecoms professionals, many of whom now export their skills to other African countries and beyond.

Capacity building wasn’t limited to engineers. Entrepreneurs learned to run distribution networks. Marketers learned to sell intangibles.

Young people learned to code, build apps, and create mobile-first businesses. And it’s still ongoing, the sector keeps up-skilling people to keep pace with evolving technology.

Now, there is a segment that appears to operate below the radar. It doesn’t get enough attention. I’m talking of the parts and accessories market.

This is the huge informal sector that thrives in every corner of Nigeria. From chargers, earphones, and phone cases to replacement screens and batteries, the trade is endless.

The scale is mind-boggling. Think of Computer Village in Lagos, GSM Village in Abuja, and smaller clusters across every state.

These markets employ tens of thousands directly, and their supply chains support countless others, including importers, wholesalers, artisans who fix phones, and street vendors. It’s an economy within an economy, and its contribution is incalculable.

As we mark 24 years, it’s worth noting that the journey is far from over. The conversation has shifted from basic connectivity to high-speed internet, 5G rollouts, Internet of Things (IoT), and artificial intelligence. The opportunities are bigger, the stakes higher, and the potential limitless.

But let’s not forget, this all began with the simple power to make a call. That one breakthrough unleashed a chain of economic, social, and personal transformations that continue to shape Nigeria today.

At this point, both MTN Nigeria and Airtel Nigeria deserve commendation for their outstanding performance during this period.

So here’s to 24 years of digital mobile telephony in Nigeria, the ride that changed everything, and still promises more.

*Elvis Eromosele, a corporate communications professional and sustainability advocate, wrote via elviseroms@gmail.com.

This is primarily in response to Uganda’s National Payment Systems Act 2020 and is an important part of the MTN Group’s strategy to enhance value from its fast-expanding financial technology services.

The National Payment Systems Act 2020 explicitly requires mobile money operators to establish distinct legal entities for their financial services. 

The Act states, “A payment service provider, other than an entity solely established to issue electronic money, a financial institution or microfinance deposit taking institution, that intends to issue electronic money shall establish a subsidiary legal entity for that purpose.” (Section 48(1)). 

Again, it prevents telecom operators from using airtime as a substitute for money, clarifying that “An electronic money issuer shall not— (a) count or issue airtime as electronic money; or (b) use airtime for permissible transactions.” (Section 55(2)). 

These stipulations necessitate a clear demarcation between mobile money and traditional telecom services.

This restructuring also aligns with the “Ambition 2025” strategy of the Johannesburg-listed MTN Group. 

The group is creating standalone fintech entities across its key African markets, including Ghana and Nigeria, to unlock new value, attract investors, and ensure solid regulatory adherence. 

For instance, MTN Ghana launched “New FinCo” in May 2025, and MTN Nigeria established MoMo PSB under a Payment Service Bank licence.

The proposed transaction will see MTN Mobile Money Uganda transferred to a new, independent entity. This new company will be owned by MTN Group Fintech Holdings B.V. and a trust established to represent the interests of MTN Uganda’s minority shareholders. 

The separation aims to enable both the mobile money and telecommunications businesses to pursue their respective growth paths independently within the East African market.

MTN MoMo already holds a strong footprint, particularly across West and Central Africa, with approximately 14 million active subscribers in Uganda alone. 

The mobile money services ascertained commendable growth in the first quarter of 2025, with revenues increasing by 18.4% to reach $70.8 million (Ush 255.6 billion). This financial performance stresses mobile money’s growing significance as a revenue driver, at times even surpassing traditional telecoms revenues in key regions.

The formal approval for this separation will be sought from shareholders at an Extraordinary General Meeting (EGM) scheduled for 2nd July 2025. This meeting will be conducted in a hybrid format, allowing for both physical and electronic participation. 

If approved, the transaction will result in MTN MoMo ceasing to operate as a direct subsidiary of MTN Uganda. 

Even with this internal restructuring, MTN Uganda’s listing on the Uganda Securities Exchange, where it has been an actively traded stock since its 2021 initial public offering, will not be affected. 

The transaction is subject to final regulatory and shareholder approvals.

Statistics released by the NCC show internet users dropped from 142.16 million in January to 141.25 million in February, with only a partial rebound to 142.05 million in March.

That dip in users came alongside a plunge in data consumption. Monthly usage fell by 12%, down from January’s all-time high of one exabyte to 893.06 petabytes in February. 

Though it climbed to 995.88 petabytes in March, that recovery didn’t undo the damage. Nigerians were rationing data. Prices had simply gone too high.

Despite that pullback, telecom operators somehow added 3.39 million new telephone lines between January and March. This brought the total number of active lines to 172.71 million and lifted teledensity to 79.67%. So while people may be speaking more, they are browsing less.

At the top of the pile, MTN Nigeria continues to thrive. With 75.62 million internet subscribers and 90.5 million active lines, MTN now commands over half of the mobile market. 

Airtel seconds with 58.3 million lines, Globacom has 20.7 million, and 9mobile has just 2.9 million.

Nowhere is this collapse more apparent than at 9mobile. In just two months, February and March 2025, the operator lost 318,825 subscribers. It now holds just 1.72% of the market. 

This comes as no surprise to those who have watched the company deteriorate. Customers continue to complain about poor signal, slow internet speeds, and frequent network failures. Internal investments have stalled, and retention efforts have fizzled.

Behind closed doors, 9mobile has been counting on a national roaming agreement with MTN to fix its problems. The deal would allow it to tap into MTN’s vast infrastructure, boosting its network reach and improving service quality. 

The partnership has been technically structured and commercially agreed. But it remains stuck at the regulatory level.

The NCC, which must approve the deal, is still conducting reviews. These include assessing the impact on competition, evaluating spectrum-sharing terms, and ensuring alignment with national broadband goals. The review timeline usually spans up to 12 weeks, but every delay eats into 9mobile’s relevance.

According to one industry executive familiar with the matter, “The NCC is delaying because it knows a deal gives the other party (MTN Nigeria) the upper hand. They know what it means for MTN to get its hands on 9mobile’s spectrum.”

This spectrum includes the 900 MHz, 1800 MHz, and 2100 MHz bands—valuable assets in an industry where infrastructure is everything. If MTN absorbs them, it could widen the already gaping divide between itself and every other operator.

Porting data reveals where the trust lies. Between February and March, MTN gained 4,855 new users who migrated from rival networks. In contrast, 9mobile saw 5,809 users leave, and only three joined its network during that period. The bleeding is constant. And without the roaming deal, there’s no bandage in sight.

It wasn’t always like this. When 9mobile operated as Etisalat Nigeria in 2015, it had over 23 million subscribers. Today, it has less than three million. That’s a 90% collapse in less than a decade. And yet, the company still hasn’t hit bottom.

The NCC hasn’t commented publicly on the status of the roaming application. MTN, too, has remained silent. But from inside the industry, the stakes are understood. 

Until the NCC makes a call, 9mobile remains in limbo. Every day without regulatory approval is another day closer to losing customers, with internet users sliding backwards. 

The event, themed “Impact of Adjacent Agencies on Nigerian Telecom Sector: The Way Forward,” was an in-depth conversation about the structural and regulatory issues stalling industry growth.

The President of ATCON, Tony Emoekpere, opened the meeting with a reflection on the journey so far. “Two years ago, I was entrusted with the mandate to lead this association, and I’ve done so to the best of my ability with absolute focus,” he said. 

He noted that the association has grown with at least 27 new member companies joining during his tenure, and that ATCON had engaged with over 75 strategic global and local events to defend industry interests.

However, he stressed the pressing concerns about the growing influence of non-core regulatory bodies in telecom operations. 

Emoekpere led a no-holds-barred discussion, pointing out that several agencies outside the industry were imposing levies and regulations, thereby disrupting operations.

“We have other agencies that are trying to create some form of levies, looking for ways to impose charges right away on their operations,” he said. “We don’t want to be in an environment where our investment is totally at risk, or where people don’t even want to invest in our sector.”

Participants described the actions of these adjacent agencies as intrusive and economically damaging. Multiple operators spoke about what they termed regulatory duplicity, instances where different state agencies imposed overlapping charges and policies. 

A stakeholder stated: “We already face enough ends. We don’t want to have other people taking up the responsibility.”

The need for a one-stop-shop regulatory model was a recurring recommendation. “In some states, you have the State Revenue Service, the State Infrastructure Agency, the Urban Planning Agency – all coming after you for the same reason. It is not sustainable,” another stakeholder said.

The discussion turned inward when Engineer Ikechukwu Nnamani, CEO, Digital Realty (Nigeria) and former president of ATCON, noted industry indiscipline and undercutting among telecom players.

He pointed out that while some members advocate for tariff increases, others reject it, leaving the entire sector weakened. “We’re in the same industry, and they are better capitalised than us… we’re hurting ourselves,” he stated.

This disunity was seen in competition for bank contracts. “The same bank writes you and says decrease your service price, even after telling you that your cost of capital has gone up,” he added. “We don’t function as an association. We don’t function as a group. So when they harass us, we go back and start competing amongst ourselves.”

Vice President of ATCON and CEO of the Internet Exchange Point of Nigeria (IXPN), Muhammed Rudman, stated: “99.98% of internet users in Nigeria access it via mobile, while only 0.2% use fixed lines,” a sharp contrast to South Africa where over 50% of users are on fixed lines, enabling better in-country data traffic retention. 

“Brazil is now the second largest country with internet networks because they domesticated 90% of their traffic through strong associations.”

As tensions rose, Emoekpere reaffirmed ATCON’s focus on industry-wide cohesion. He revealed plans to set up an Industry Think Tank Committee to establish standardised guidelines for engagement with adjacent agencies.

“We must start having industry committees, think tanks to handle some of these matters, so we can now come up with a position,” he said.

Calls for a renewed code of conduct were made, and several members volunteered for roles in committees aimed at solving these regulatory and operational issues. “We must move from talk to structure,” he asserted.

The meeting also touched on education and workforce development, with members agreeing that ATCON must play a more active role in impacting the academic curriculum to meet telecom industry demands.

The group resolved to explore partnerships, virtual training models, and institutional support for under-resourced tertiary institutions.

Closing the session, Emoekpere said, “ATCON is not just an association, it is a collective commitment to action. We do make an impact, and they are actually looking forward to our contributions.”

The newly elected executives were sworn in with high expectations. The first task on their table: push back against regulatory encroachment and unify a fractured industry.

The policy, already signed into law by Governor Muhammed Umar Bago and gazetted on September 2, waives the recurring RoW fees entirely. Instead, telecom operators are expected to pay a one-off, non-refundable application fee of ₦500,000—full stop. The fee applies once, whether a company is laying fibre for the first time or expanding ten years later.

Suleiman Isah, the state’s commissioner for Communications Technology and Digital Economy, stated: “Even if a company received its permit ten years ago, they are not required to pay again for expansion—just notify the state.”

That level of regulatory clarity is rare in Nigeria, and it matters.

RoW fees, which are essentially tolls states charge telecom firms for digging up roads to lay fibre cables, have slowed broadband expansion in Nigeria for years. Since 2013, there’s been talk of harmonising the charges across states to ₦145 per metre. Most states ignored it. Niger just leapfrogged that conversation.

And it’s not alone. Ten other states—including Ekiti, Nasarawa, Kaduna, and Zamfara—have taken similar steps to eliminate or reduce the fees. But Niger’s twist lies in its structure: a flat ₦500,000 once, and you’re good. That makes it more transparent and predictable for investors than the shifting sands many companies are used to.

The government says it’s laying groundwork for an expansive fibre network. There’s already a 40-kilometre metro fibre ring on the books, along with plans to deploy free public Wi-Fi in strategic locations. Those are the kind of visible infrastructure moves that make private firms take notice.

Governor Bago is betting on this policy to bring real returns: “A no-fee RoW policy will attract substantial investments from telecommunication companies, leading to expanded network coverage, especially in rural and underserved areas, and creating a favourable business environment that supports job creation and economic growth.”

That kind of optimism is shared globally. Countries like Kenya and Rwanda have seen significant leaps in internet penetration and digital inclusion after slashing infrastructure-related red tape. India did the same—scrapped localised fees, and watched fibre networks surge across semi-urban regions. Niger State is apparently trying to plug into that same logic.

Now, with over 3,681 kilometres of fibre already in the ground—making it fifth in the country—Niger isn’t starting from scratch. But this move could finally connect remote parts of the state where internet remains a luxury.

Long term? If the policy holds, we could see a domino effect: more data centres, cheaper broadband, better access to online education, and a fresh push for e-governance.

But it’ll only work if the public-private handshake stays firm. Fibre needs funding, but it also needs freedom from needless government interference.

If nothing else, Niger has thrown down the gauntlet—both to other states dragging their feet and to telecoms who’ve been looking for reasons to scale rural deployment.

The core reason is that Nigeria’s telecom sector, while heavily reliant on imported infrastructure, is not an exporter of goods but rather, an importer of equipment from countries like China, the U.S., and parts of Europe.

Tony Emoekpere, president of the Association of Telecommunication Companies of Nigeria (ATCON), said, “It won’t affect the industry much because the operators import everything they use directly. They don’t export.” 

There is actually more at play than just the tariff’s direct impact. Emoekpere pointed out that the sector’s vulnerability lies in the national economic dynamics, specifically those affecting foreign exchange and inflation.

The recent 50% increase in telecom service tariffs, a decision made to counteract the high costs of operations, directly connects to the overall economic climate. 

Inflation, alongside a weakened naira, has placed huge pressure on telecom operators, pushing them to make difficult pricing adjustments. 

This price hike aims to stabilise operations while promoting investments in infrastructure—something that could be compromised if the U.S. tariff negatively impacts the country’s larger economic space. 

Gbenga Adebayo, president of the Association of Licensed Telecommunication Operators of Nigeria (ALTON), stresses a particular issue: “There is no hardware that we export, but there might be issues with charging international calls by local operators. If the VAT on calls in the US increases, local operators will need to adjust to the rates.”

Even with the tariff not directly targeting the telecom sector, Nigeria’s non-oil exports, which include agricultural products and industrial raw materials, are now facing a more challenging global market. 

This, in turn, could shrink foreign exchange earnings, further depreciating the naira and fuelling inflation. The result could be a tougher environment for telecom operators who depend on the importation of equipment priced in foreign currencies.

The U.S. tariff’s impact on Nigeria’s exports could cost the country as much as $814.8 million annually, according to estimates. While Nigeria’s foreign exchange reserves have recently climbed to $23.11 billion, the highest in three years, these reserves remain vulnerable to external shocks. 

With telecom operators fighting with rising import costs, this buffer might not be enough to shield them from the compounded effects of inflation, energy costs, and currency depreciation.

Adding to the issue, many Nigerians are venting discontent over the 50% tariff hike. Labour unions, including the Nigeria Labour Congress (NLC), have threatened industrial action, accusing telecom operators of taking advantage of the economic crisis. 

The public’s annoyance comes not just from the high costs but also from ongoing issues with poor network quality despite operators’ claims of improved service.

The government’s response to these external pressures is important. Though the U.S. tariff appears to have little direct impact on the telecom sector, the cascading effects on foreign exchange and inflation may present a different story. 

There’s a sense of cautious positiveness within the industry, with some hoping the government will negotiate with the U.S. to ease the stress on Nigerian exporters and, by extension, telecom operators. This could involve forging new trade agreements or diversifying markets for Nigerian goods.

However, even as the industry walks through these external trade dynamics, the challenges within Nigeria’s telecom sector are a lot. Poor service delivery, limited infrastructure development, and an increasingly price-sensitive market all contribute to the difficulties operators face in balancing profitability with customer satisfaction. 

Gbenga Adebayo says, “If the VAT on calls in the US increases, local operators will need to adjust to the rates”—reiterating the challenges in global trade dynamics that could ultimately affect Nigerians on the ground.

In this environment, telecom operators will need to tread carefully, managing their costs while striving to meet customer expectations. With consumers already on edge due to the tariff hike, any further economic turbulence could push the sector closer to a tipping point.

A new proposal is on the table, telecom users whose lines go inactive will have a full year to retrieve their unspent airtime—so long as they can prove the line belongs to them.

At a recent forum of telecom stakeholders, the Commission dropped what could become a game-changer for millions of prepaid subscribers. This is about drawing a line between what’s fair and what’s convenient—for both customers and mobile operators.

Dr Aminu Maida, executive vice chairman of NCC, represented by Rimini Makama, Executive Commissioner for Stakeholder Management, laid it out, stating that the days of networks quietly reclaiming your unused balance may be coming to an end.

“As the telecommunications industry continues to evolve, we must address emerging issues, including the fate of prepaid balances on inactive lines,” Maida said.

If a line is inactive for 12 months, operators must deactivate it. But instead of swallowing the remaining airtime, they’ll be required to notify the user and offer a way to reclaim it. No refund in cash, but redemption through voice bundles, data, or value-added services. The key condition? Prove it’s your line.

The new draft framework doesn’t leave much wiggle room for the operators. NCC’s Head of Legal and Regulatory Services, Mrs Chizua Whyte, put it in clear terms: “It also prohibits monetisation of unclaimed airtime, instead mandates service-based redemptions such as data or voice bundles.”

She went further, spelling out expectations. Operators will be required to audit churned accounts, report unclaimed balances, and launch public awareness campaigns. They have 90 days to fall in line once the guidelines are formalised. For the Commission, audits won’t drag—10 days max.

Whyte added, “This draft seeks to ensure that subscribers maintain rightful access to their purchased credits while operators gain clarity in their responsibilities.”

From the tone of the forum, the NCC is serious about this. The time of ghost airtime balances vanishing into your revenue books may be over. The Commission wants user rights to be taken seriously and service, not profit, comes first.

Countries like the United States, India, and members of the European Union have already outlawed the silent vanishing act of prepaid balances. Now Nigeria is catching up—and pushing even further by demanding transparency, accountability, and user education.

This is a reset because for too long, the question of what happens to airtime on long-dead SIMs has always been unanswered. Now, at least, we’re closer to one. 

Hopefully, this new framework will see the light of day without objections from operators; but for once, the regulator seems ready to take the side of the ordinary Nigerian.

And about time, too.

The verdict, delivered on 27 February 2025, brings an end to a prolonged case over intellectual property rights and the handling of unsolicited ideas by large corporations.

Ivusa claimed that he pitched his concept, called ‘Jichomoe,’ to Safaricom in 2010. According to him, the feature was designed to allow users to make calls without airtime, an idea he believed Safaricom later adopted without his involvement. 

Safaricom, however, refuted this, stating that its ‘Reverse Call’ service, launched in April 2019, was developed independently to address a widespread consumer need.

Justice Mugambi dismissed Ivusa’s argument, ruling that his idea was submitted voluntarily without any legal expectation of confidentiality or fiduciary obligation on Safaricom’s part. “The concept was sent unsolicited, and there was no evidence that the defendant undertook to hold it in trust or act in a fiduciary capacity,” the judge stated.

One of the key legal points in the case was the distinction between an idea and its execution. Intellectual property law, both in Kenya and globally, protects the expression of ideas rather than the ideas themselves. Justice Mugambi reinforced this principle, saying: “Copyright law protects the expression of ideas, not the ideas themselves.”

Ivusa’s failure to provide substantial proof of how ‘Jichomoe’ was implemented weakened his case. He presented only a concept note shared via email, with no supporting source code, technical diagrams, or a prototype to establish a unique expression of the idea. Without these, the court found no basis for his claims of copyright infringement, misappropriation, or unjust enrichment.

This is not the first time intellectual property issues involving unsolicited ideas have surfaced in Kenya. In a similar case, former Equity Bank employee Christopher Mwakio sued the bank in 2016, claiming it stole his idea for a mobile banking product. 

The court ruled against him, pointing to a lack of concrete evidence to prove ownership beyond the conceptual level. Globally, companies like Google and Apple have faced lawsuits over alleged idea theft, but courts often dismiss such cases unless clear contractual obligations exist.

Safaricom, Kenya’s largest telecommunications company, has previously faced accusations of appropriating ideas without compensating innovators. While no major ruling has gone against the company in such matters, these allegations have raised concerns within the country’s innovation ecosystem.

Many Kenyan innovators hesitate to pitch ideas to large corporations for fear of losing control over their intellectual property. This ruling could further discourage startups from engaging with industry leaders without legal protections, such as non-disclosure agreements (NDAs) or formalised partnerships.

Legal experts argue that the case highlights the importance of structuring idea submissions within clear contractual frameworks. “Unsolicited ideas, without agreements in place, are difficult to protect legally,” a Nairobi-based intellectual property lawyer explained. “Innovators must take proactive steps to secure their work before approaching corporations.”

The company, which deploys GSMA Open Gateway, is scaling up its collaborations with mobile network operators (MNOs) worldwide. 

This is a change from experimental phases to large-scale commercial implementation, reiterating Open Gateway’s role in the sustainability of telecommunications security and digital identity.

Through its partnership with Google Cloud, Glide Identity is bringing enterprise-grade identity solutions to both first-party and third-party applications. This collaboration underlines Open Gateway’s prospects, with top industry players backing its adoption. 

Glide’s approach allows telecom operators to enhance security and simplify authentication processes, particularly in mobile verification services.

At the Mobile World Congress (MWC) 2025, Glide Identity demonstrated its progress during a panel discussion featuring representatives from Google Cloud, T-Mobile, and Telefónica. 

The highlight was the Firebase phone number verification service, which replaces traditional SMS-based one-time passwords (OTPs) with an advanced SIM-based cryptographic solution. 

This innovation addresses long-standing security issues in authentication processes and brings a seamless user experience.

With network operators like T-Mobile and Telefónica integrating into its ecosystem, Glide is rolling out OG Connect, a Telco Identity Server that enables MNOs to expose Open Gateway services. This allows mobile operators to connect directly to Google Firebase’s verification system, supporting multiple security use cases.

The adoption of Open Gateway technology offers several benefits to telecom providers, including:

• Enhanced security through SIM-based cryptography, reducing risks associated with SMS OTP fraud.
• Standardised authentication APIs that align with GSMA Open Gateway specifications.
• Integrated billing via Google Cloud, simplifying transactions for developers and businesses.

Eran Haggiag, founder and CEO of Glide Identity, noted the importance of this partnership: “Our strategic partnership with Google, combined with our rapidly expanding network of Mobile Network Operators, demonstrates the industry’s confidence in Glide Identity’s vision. We’re on track to achieve global coverage, with our target of planet-scale implementation by the end of next year. As we approach the AGI era, humanity needs to upgrade its identity infrastructure. We offer free tools and integration to MNOs to drive 10X acceleration in adoption.”

Christiaan Brand, group product manager for Identity and Security at Google, also commended the collaboration: “Glide has proven to be a great partner by connecting the dots for interested telcos and providing a way for us to scale this solution rapidly. I am looking forward to seeing how Glide can help us bring Firebase phone number verification to even more telco partners in the coming year.”

David del Val, global open gateway director at Telefónica, spoke on the role of Open Gateway in identity verification: “By partnering with Google, we empower millions of developers to seamlessly verify a consenting user’s phone number through Open Gateway’s APIs. This collaboration enhances security and streamlines authentication via Google Firebase and Glide.”

The integration of Open Gateway into telecom infrastructure aims to bring new opportunities for MNOs, allowing them to offer secure digital identity solutions while unlocking new revenue streams. 

Cybersecurity threats are evolving, but initiatives like these provide a stronger foundation for fraud prevention and data protection across the mobile ecosystem.

The most recent NCC statistics revealed that Nigeria had 219 million active mobile subscribers as of mid-2024, with teledensity hitting 101.4%.

It’s no surprise that mobile data usage is rising meteorically, led by 4G and 5G rollouts. But then, even with these statistics, the leadership of CEOs is what will truly determine whether companies thrive or stumble.

As Africa’s telecom market is projected to reach $66.61 billion by 2025, these CEOs face a common threat: tariff review.

The need to review telecoms tariffs has been trending for quite a long time but became more pronounced since President Bola Tinubu moved to Aso Rock in May 2023. 

The reasons are obvious. As Nigeria moves to deepen its digital economy, the need for telecom operators to upgrade their network infrastructure to deliver more data capacity, cannot be over-emphasized. This is key to a sustainable future. 

For close to 12 years, telecom tariffs have remained static despite the dramatic increase in operating expenses, which have surged by over 300% in the last 18 to 24 months alone. 

We suspect that NCC’s hands might be tied in the sense that President Tinubu’s government might not want an ‘immediate upward review of telecom tariffs due to the backlashes from the famous fuel subsidy removal and the electricity tariff increase – including the ‘Band A-D’ discriminatory service provisioning arrangement. 2025 is also crucial for Nigeria’s economy in terms of development and growth. 2026 is a political year preceding the election year – 2027.

But truth be told, Nigeria’s economy will even sink further if telcos pull the plug. 

The President must summon the courage to surmount the pressure to suffocate the telecommunications industry.

It has become essential to realign telecom service pricing structure with economic realities!

Nigeria has ushered in the high-speed 5G era for AI, Cloud computing, Data science applications, and Blockchain era. Nevertheless, more investments are required towards building a more resilient network such that the operators can meet the regulator’s KPIs.

All of these require significant investments which are sourced from the international markets at costs denominated in US Dollars.

In the past three to four years, for instance, the dollar has gone from exchanging for about N500 to over N1,600.

The challenges continue: The Nigerian Communications Commission (NCC) has just authorised the telcos to disconnect nine banks from their USSD platform. Why? These banks have been accused of not paying for services rendered to them by the telcos to the tune of over N200 billion naira.

For the tower companies; a very crucial segment of the market, they are daily faced with issues around fibre cuts, vandalism, inflation and others.

All eyes are on these CEOs. How will the operators continue providing high-quality services and meeting the growing demand for digital connectivity, should the government play down the issue of upward reviews of the tariffs? Tough question, right?

So, Techeconomy presents top 10 telecom CEOs to watch in 2025:

1. Karl Toriola – MTN Nigeria

Under Dr. Karl Toriola’s leadership, MTN has been at the fore of big projects, including the construction of the largest data centre in West Africa and the rollout of 5G services. These initiatives are set to boost the company’s work further in 2025.

The move of MTN into a technology company (Techco) highlights Toriola’s vision for the future, where digital infrastructure and financial inclusion are central to the nation’s economic development. 

His leadership has also led to a focus on affordability, addressing the challenges faced by Nigerians in accessing digital services due to the high cost of connectivity. 

Added to these, Toriola’s recognition as a Fellow of the Nigerian Academy of Engineering in March 2024 speaks volumes about his standing in the industry. This accolade, alongside the launch of a $50 million education initiative aimed at bolstering Nigeria’s STEM education, further shows his focus on societal advancement. 

Karl Toriola, the CEO of MTN Nigeria, was recognized last year when Obafemi Awolowo University (OAU) awarded him an honorary doctorate during the university’s 48th Convocation Ceremony. 

This honor, conferred on Toriola alongside other distinguished individuals, reiterated his huge impact on Nigeria’s telecommunications and technological sector. 

Toriola’s efforts to create a more inclusive digital economy, combined with his long-standing career in telecoms, have placed him among the top telecom CEOs to watch in 2025.

2. Dinesh Balsingh – Airtel Nigeria

Dinesh Balsingh was appointed CEO of Airtel Nigeria, has already made a huge impact in his short tenure since taking the reins in November 2024. Having previously served as the CEO of Airtel Tanzania, Balsingh brought a wealth of experience and strategic insight to Airtel Nigeria. 

His leadership has already garnered recognition, with the company winning two awards at the Lagos Public Relations Industry Gala and Awards (LaPRIGA) for its environmental initiatives and internal communication excellence. These early successes tell us about Balsingh’s goal of corporate social responsibility and building a strong internal culture within Airtel Nigeria.

Balsingh’s vision for Airtel Nigeria focuses on expanding digital inclusivity and ensuring sustainable growth. He has emphasized the importance of delivering quality services while overcoming the challenges of high costs of operations. His leadership is seen in his approach to tariff adjustments, where he has advocated for necessary price increases to maintain the long-term sustainability of the telecom sector. 

Even with a prospective impact on consumers, Balsingh has promised that these adjustments will be implemented gradually, ensuring that the burden on customers remains manageable while the company continues to invest in infrastructure and service quality.

With a career spanning over two decades, Balsingh’s experience in telecoms and his knowledge of the Nigerian market placed him as a strong leader for Airtel Nigeria in 2025. His past roles, including Chief Commercial Officer and Marketing Director at Airtel Nigeria, provide him with the operational expertise needed to scale through the complexities of the Nigerian telecom market. 

Balsingh’s leadership is expected to drive growth, particularly as Airtel Nigeria focuses on expanding its network and enhancing digital services for underserved areas.

He has also been a vocal advocate for Nigeria’s digital transformation, and his strategic vision aligns with the government’s agenda to ensure economic growth through digital services. He recognizes the increasing demand for digital connectivity across various sectors, such as education, banking, and healthcare, and has committed to strengthening Airtel’s network to meet these needs. 

His leadership style, focused on long-term growth and customer-centric initiatives, will likely position Airtel Nigeria as one of the leading telecom operators in the country in 2025.

3. Ahmad Farroukh – Globacom

Ahmad Farroukh, recently appointed as the CEO of Globacom, has over three decades of experience in the telecommunications industry, Farroukh’s leadership aims to lead Globacom through a critical phase of restructuring and growth. 

His career began in 1995 with Investcom Group, which was later acquired by MTN. Since then, he has held numerous senior leadership roles, including managing director of MTN Ghana, CEO of MTN Nigeria, CEO of MTN South Africa, and Group CEO at Smile Communications Nigeria Limited.

Farroukh has a great record across various telecom markets in Africa and the Middle East, emphasizing his capability to handle high-pressure environments. In 2024, his appointment came as Globacom faced some challenges, including a 69.2% reduction in its subscriber base, attributed to discrepancies uncovered in a regulatory audit. Farroukh is tasked with restoring subscriber confidence and also implementing strategic reforms to improve governance and operational efficiency.

Globacom has faced high competition in the Nigerian telecom sector, and Farroukh’s experience in turning around struggling telecom companies will help in overcoming these challenges. His tenure at Mobily in Saudi Arabia saw him successfully resolve a nearly $1 billion revenue overstatement issue and renegotiate a $4 billion debt. 

His expertise in operational efficiency and restructuring will be needed to revitalize Globacom’s place in the market. 

Furthermore, his discipline in transparency and governance aligns well with the Nigerian Communications Commission’s push for more solid industry standards, making Farroukh’s leadership an essential factor in Globacom’s recovery and growth in the new year. 

He is expected to entrench the culture of corporate governance at Globacom. Can he?

4. Obafemi Banigbe – 9mobile

Obafemi Banigbe’s appointment as CEO of 9mobile in July 2024 has generated anticipation within the Nigerian telecom industry. Banigbe brings with him an extensive background in telecom operations and business strategy across Africa and the United States. 

His career spans influential roles at companies like Celtel (now Airtel), Ericsson, and Millicom, where he shaped operational strategies in Ghana, Tanzania, and several other markets.

In 2024, Banigbe’s leadership is focused on leading 9mobile through its business transformation phase. He is expected to leverage his experience in the telecom, media, and technology sectors to enhance 9mobile’s competitive edge in Nigeria’s highly competitive telecom landscape. 

Banigbe’s appointment aims to enhance customer experience, network quality, and long-term strategic planning to meet the evolving needs of Nigerian telecom consumers.

Banigbe’s vision for 9mobile involves solidifying the company’s presence in Nigeria by building on its existing foundation while exploring new opportunities for growth. He emphasized in his statement that he aims to create value that would transform the Nigerian telecom sector. 

Banigbe’s expertise, particularly his advisory roles with Telecel Group and Nsano Group, places him well to guide 9mobile through its transformation, ensuring it remains a top player in the market. 

His academic credentials, including an MBA from Manchester Business School, complement his professional experience, making him one of the most capable leaders to watch in 2025.

9mobile seeks to enhance itself under Banigbe’s leadership, and the company is expected to introduce innovative solutions and strengthen its place within the competitive telecom market in Nigeria. 

Banigbe’s experience in network support, operations, and strategic planning will be required as he drives the company toward delivering superior customer satisfaction and operational excellence.

From Techeconomy’s estimation, 9mobile requires trillions of naira investment to revitalize its operations and rejig the infrastructure. Can Mr. Banigbe convince the investors? Is 2025 the year of 9mobile? Time shall tell.

5. Adrian Wood – ntel

Adrian Wood’s return to the Nigerian telecoms sector as the CEO of ntel aims to help the company rebrand and compete at a higher level within the market. Having previously served as the CEO of MTN Nigeria, Wood’s wealth of experience positions him to drive significant changes at ntel. 

After taking the role in January 2024, Wood set out with a mission to raise between $500 million and $550 million to restructure the company and expand its network.

In 2024, Wood immediately set to work by engaging with stakeholders, including the Nigerian Communications Commission (NCC) and the Asset Management Corporation of Nigeria (AMCON), which took over ntel’s management. His strategy involved introducing new products and services that had not yet existed in Nigeria’s telecom space. Through meetings with potential investors such as African Capital Alliance, Wood demonstrated his commitment to attracting the capital needed for a major network overhaul. 

His vision includes rolling out a 4G/5G network across Nigeria, a move that will reposition ntel in a competitive market and also provide much-needed infrastructure to enhance the country’s digital sector.

In a letter to ntel staff, Wood outlined his long-term plans, including the launch of a new, innovative brand and service combinations that are fresh to the Nigerian market. 

In focusing on high-impact initiatives and establishing partnerships with top companies, Wood is laying the foundation for ntel’s scale-up into a top telecoms player, making him one of the most closely watched CEOs in the industry as he works to secure funding and overcome the challenges of the telecom market.

Can Mr. Wood pull ntel out of the woods?

6. Kendall Ananyi – Tizeti

Kendall Ananyi’s leadership of Tizeti pushed the company to new achievements in 2024, placing him as a top-tier telecom CEO to watch in 2025. Tizeti, known for its solar-powered, unlimited internet services, did great when with the launch of its FreeFiber broadband service across Nigeria and Ghana. 

This new service aims to continuously bolster internet speed and accessibility, with speeds of over 1Gbps—far surpassing the regional average of 28Mbps.

Tizeti’s expansion into new markets, particularly in Francophone West Africa, shows how focused Ananyi is on growth. In addition to enhancing service delivery in Nigeria, the company extended its reach into Côte d’Ivoire and other regions, addressing digital disparities across the continent. 

Under his guidance, Tizeti celebrated its fifth consecutive year of profitability in 2024, making a strong financial performance that allowed the company to distribute its third annual dividend to shareholders.

Ananyi’s vision for Tizeti isn’t just offering high-speed internet; he aims to bridge the digital divide by providing affordable and reliable internet to millions of Africans. The introduction of hyper-mega speeds of up to 1Gbps, combined with the company’s focus on solar-powered infrastructure, makes Tizeti a top company promoting digital inclusion. 

Ananyi’s leadership also includes advocacy for regional expansion, where he emphasized the importance of operating across multiple African countries to reduce currency risks and ensure financial stability. 

His support for education, particularly his scholarship awards to engineering students in 2023, reveals his desire to build future talent in the tech and telecom sectors. 

Is this the year Tizeti will challenge the big four, especially in the data space?

7. Abhulime Ehiagwina – Smile Communications

In 2024, Abhulime Ehiagwina, appointed as the Acting Chief Executive Officer of Smile Communications Nigeria, came in with a wealth of experience and strategic leadership. A seasoned financial expert, Ehiagwina has led finance teams in various industries, including telecommunications, infrastructure, oil and gas, and conglomerates. 

One of his achievements in 2024 was his leadership in financial management. His ability to implement effective working capital management strategies for telecommunications companies placed Smile Communications for enhanced financial performance and operational efficiency. Ehiagwina’s record also includes overseeing the issuance of a $250 million Eurobond for Helios Towers Nigeria, which was the first non-bank/Oil & Gas Eurobond issuance in Nigeria. 

Ehiagwina’s work in corporate governance was acknowledged when he was named IT & Telecom CFO of the Year at the Nigeria CFO Awards, revealing his place as one of the most influential leaders in the telecommunications sector.

Under his guidance, Smile Communications focused on repositioning its operations to improve service delivery, enhancing its reputation and strengthening its operations in the Nigerian market. Ehiagwina’s leadership, along with the appointment of Mann El Amine as the Group Managing Director, aims to help Smile Communications expand its footprint and improve its service offerings.

Before his current role, he held senior positions at NATCOM (NTEL), Helios Towers Nigeria, Etisalat Nigeria, and other telecom companies. His expertise in corporate restructuring, operational improvement, and organizational renewal makes him one of the top telecom CEOs to watch in 2025.

8. Sam Darwish – IHS

Sam Darwish, the Chairman and Chief Executive Officer of IHS, continued to drive IHS’s growth and positioned the company as a top player in the global telecom infrastructure market. 

In December 2024, IHS raised $1.2 billion through a bond offering to expand its telecom network across Africa, Latin America, and the Middle East. This funding, which included a $100 million commitment from the International Finance Corporation (IFC), will refinance existing debt and also boost IHS’s growth initiatives.

IHS’s focus on sustainability was well obvious in its 2024 achievements, particularly through its focus on digital inclusion and economic development. Darwish led the company to secure strategic partnerships, including a notable deal with IFC, which emphasizes digital inclusion, innovation, and job creation in underserved regions. This partnership will further boost IHS’s work to address connectivity gaps, especially in remote areas across its operational regions.

In July 2024, the company held its Annual General Meeting, where several governance reforms were approved, including changes to its board structure and shareholder engagement policies. These measures aim to enhance corporate governance and align the company’s interests with those of its shareholders. 

Another key achievement in 2024 was IHS’s ongoing contract renewals with telecom companies, including MTN and Airtel. These renewals, particularly the multi-year contract extensions with MTN across several African countries, reinforced IHS’s role in Africa’s telecom infrastructure. Again, IHS signed a new 3,950 tenant multi-year roll-out agreement with Airtel in Nigeria, further enhancing its work in the telecom sector.

Even with challenges such as Nigeria’s naira devaluation, IHS continued to prioritize sustainability and growth. In 2024, the company installed solar-powered boreholes in Maiduguri to support flood-affected communities, ensuring environmental sustainability and corporate social responsibility.

Darwish’s strategic decisions, corporate governance enhancements, and focus on expanding digital infrastructure make him one of the most influential telecom CEOs to watch in 2025.

9. Soji Maurice-Diya – ATC Nigeria

Soji Maurice-Diya, who previously served as the Chief Operating Officer (COO) and Commercial Director, was appointed as the CEO of ATC Nigeria in August 2024. He has a deep understanding of the telecom infrastructure sector and has been indispensable in ensuring the company’s growth. 

Maurice-Diya’s experience, spanning various sectors including technology, media, real estate, and telecommunications, places him among the top telecom CEOs to watch in 2025.

Under Maurice-Diya’s guidance, ATC Nigeria has made commendable advancements in sustainability. He led a groundbreaking environmental initiative in collaboration with the Nigerian Conservation Foundation (NCF), with the goal of planting 6,000 trees across 11 states in Nigeria. 

This initiative reiterated his corporate social responsibility focus and his dedication to environmental conservation in the face of the climate change crisis. Maurice-Diya’s leadership philosophy emphasizes operational efficiency and long-term growth, ensuring that ATC Nigeria is well-positioned to expand its platform and resilience in the years to come.

His previous roles have seen him drive growth at Etisalat Nigeria and IBM, where he contributed to the development of strategic business models and market expansion. Maurice-Diya’s academic credentials, including an MBA in Finance and Strategy from the Yale School of Management, add to his profile as a dynamic and visionary leader. 

In the new year, Maurice-Diya is expected to further boost the company’s place in the Nigerian telecom sector, focusing on innovation, operational excellence, and environmental sustainability.

10. Oladipo Badru – Pan African Towers

Oladipo Badru became the acting CEO of Pan African Towers (PAT) in November 2024. With nearly two decades of experience in the telecom and finance sectors, Badru brings a wealth of knowledge and expertise to his new role. Prior to his promotion, Badru served as PAT’s Chief Financial Officer (CFO), where he helped drive the company’s financial strategies and operational efficiencies. His transition into the CEO role follows the resignation of Azeez Amida, who led the company for two and a half years.

Badru’s leadership comes at a time when the telecom tower infrastructure market in Nigeria is highly competitive. PAT, which currently operates 764 active towers across Nigeria and serves over 1,200 tenants, faces competition from industry giants such as IHS Towers, ATC, and Helios Towers. 

However, with Badru, PAT is strengthening its marketplace. The company’s recent funding from Development Partners International (DPI) and Verod Capital aims to enhance its expansion plans, including the goal of tripling its tower footprint and addressing Nigeria’s infrastructure gap through strategic acquisitions and partnerships.

Badru’s career spans several high-profile roles, including Director of Finance at Etisalat UAE and Director of Finance and Operations at 9mobile. His experience also includes leadership positions at Helios Towers Nigeria, where he led the company’s growth. 

Badru’s financial background, combined with his operational expertise, places him as a key driver of innovation in the telecom infrastructure space. Under his leadership, PAT is expected to continue its transformation, enhancing connectivity across Nigeria and contributing to the country’s digital economy.

Badru’s qualifications, including an MSc from the University of Cumbria and his fellowships with various professional accounting bodies, further highlight his credibility as a seasoned leader in the telecommunications industry. 

As he leads Pan African Towers into 2025, Badru seeks to expand the company’s footprint and enhance its work in Nigeria’s telecom infrastructure market.