Biggest star Babatunde140 Unveils New Afro-Fusion Single ‘Bá Mi Jó (Dance With Me)’

    Top US-based Nigerian artiste Babatunde Ogunseinde, popularly known as Babatunde140, has released a new Afro-fusion single titled “Bá Mi Jó (Dance With Me),” a vibrant track that explores attraction, confidence, individuality and the freedom to embrace personal preferences.

The song, whose Yoruba title translates to “Dance With Me,” blends infectious African rhythms with soulful melodies and an engaging groove, creating a sound designed to inspire listeners to let loose and enjoy the moment.

According to the artiste, “Bá Mi Jó” is more than a dance record, as it celebrates self-confidence and encourages people to embrace what they consider beautiful while expressing themselves without restraint.

“Bá Mi Jó is about confidence, individuality and being free to embrace what you find beautiful. It is an invitation to let go, move freely and enjoy love, attraction, culture and good vibes,” Babatunde140 said.

The track reflects the growing fusion of contemporary African sounds with themes of identity, romance and cultural expression, while maintaining an accessible rhythm aimed at listeners who enjoy music built around movement and positive energy.

With its combination of African percussion, melodic elements and a dance-driven groove, “Bá Mi Jó” positions Babatunde140 as an artiste exploring the celebratory and expressive side of Afro-fusion.

The release is expected to appeal to audiences seeking upbeat African music that combines cultural identity with contemporary sounds and a message of confidence and self-expression.

FrontOffice Launches to Close the Marketing Capability Gap for Nigerian Startups, Entrepreneurs & SMEs

 Professional marketing capability in Nigeria has, for years, come in one of two forms: expensive or amateur. Agencies price their work for companies that can absorb ₦500,000 or more per project and wait two to three weeks for delivery. Free tools produce results that read exactly like what they are: software built for hobbyists, not businesses trying to close sales. Most startups, entrepreneurs and SMEs sit stuck between the two, too established for amateur output to hold up, too early-stage for agency pricing to make sense.

FrontOffice has launched to close that gap.

 

 

 

The Problem

More than 95 percent of Nigerian SMEs fail within their first five years, and ineffective marketing is consistently named as one of the leading reasons, according to industry research on Nigeria's digital marketing landscape. Nigeria now has over 100 million people online, researching, comparing and buying, according to DataReportal's most recent figures. The customers are there. What most small and growing businesses lack isn't demand, it's the capability to reach that demand credibly: a brand that looks trustworthy, messaging that's clear, ad spend that can be tracked and improved.

‘Marketing capability shouldn't be something only large companies can afford’ said Kenny Akinkumi, Head of Product at FrontOffice. We built FrontOffice so that a five-person team can put out work that holds up against a thirty-person agency.

 

 

 

 

 

 

What's Launching

FrontOffice is a marketing capability stack that brings design, copywriting, performance-tracked performance marketing, insights, production support and strategic guidance together in one connected system, rather than as separate tools a founder must piece together on their own. Instead of hiring a designer, a copywriter, and a media buyer separately, or paying an agency retainer for all three, a business gets the full range of marketing capability in a single stack built to work as one system from day one.

Why Now

Nigerian consumers have moved online faster than most local businesses have been able to follow, and ad costs continue to climb. As a result, campaigns that run without proper tracking are more likely to waste valuable marketing budget making it increasingly important for businesses to know what is working and optimize accordingly. For a business trying to grow, marketing capability can no longer be something to build toward eventually. It must be available from day one.

That's the bet FrontOffice is making: that the businesses built with real marketing capability from the start, not years into their growth, are the ones that end up defining their categories.

FrontOffice is now live for Nigerian startups, entrepreneurs and SMEs looking to build that capability without the agency price tag. More information is available at frontofficeco.com 

 

 

Talent Is Universal. Opportunity Is Not: Why Early Exposure Could Shape a Generation

  What if the difference between a young person who changes the world and one whose potential remains undiscovered is not talent—but opportunity?

Across our schools, homes and communities are young people with extraordinary imagination.

They sketch buildings. Create clothes. Edit videos. Pull gadgets apart to understand how they work. Experiment with Artificial Intelligence. Invent stories. Solve problems. Dream about careers they may not yet even have names for.

The talent is already there.

What is often missing is exposure—early enough, widely enough and meaningfully enough.

For architect Dr. Gbenga Alalade, Convener of Design Summer Camp, this is personal.

Years ago, as an architecture student at Covenant University, Alalade benefited from the guidance of several academic and industry mentors. Among them was Arc. Dele Adeyemi, architect of the National Ecumenical Centre, Abuja, whose mentorship gave him valuable exposure to professional practice, real projects and possibilities beyond the classroom.

That experience helped shape his journey.

Today, Alalade is privileged to serve as Project Director and Lead Architect of The Ark, a 109,000-seat stadium-like sanctuary and one of the most ambitious building projects of its kind.

The journey from architecture student to leading the delivery of a project of that scale reinforced a conviction he has never forgotten:

What a young person can become is often shaped by what they are exposed to early enough.

That conviction is why Just Design exists—to extend the opportunities of exposure, mentorship and creative discovery to far more young people.

Its flagship programme, Design Summer Camp—DSC, returns from 27–30 August 2026 as a fully sponsored, four-day virtual experience for young people aged 12 to 18.

But DSC is not designed to be another online conference where teenagers simply sit and listen.

It is designed for them to think, create, experiment and build.

Participants will engage in hands-on workshops, Design Challenges, projects and competitions, interact with professionals, explore future careers and discover how Artificial Intelligence can be used as a tool for creativity and problem-solving.

The programme brings together 60+ global faculty across four interdisciplinary tracks:

Architecture, Engineering & Smart Cities — exploring buildings, engineering, infrastructure and the cities of the future.

Product Design & Engineering — showing how ideas become products, systems and real-world solutions.

Digital Media & Storytelling — exploring film, animation, content creation, branding and digital communication.

Creative & Fashion Design — introducing young people to fashion, textiles, visual creativity and the creative economy.

The goal is not to turn a 12-year-old into an architect, engineer or designer in four days.

The goal is more powerful:

To help them discover what is possible.

Because career decisions do not begin when a university application form arrives.

They begin much earlier.

They begin with what children see.

The people they meet.

The questions they are encouraged to ask.

The problems they are allowed to solve.

And the possibilities they are shown.

A young person cannot meaningfully aspire to a world they have never encountered.

Last year offered an early glimpse of what that exposure can achieve.

In 2025, Design Summer Camp brought together more than 1,100 young people from nine countries.

DSC 2026 builds on that momentum by connecting participants with professors, architects, engineers, designers, entrepreneurs, technology specialists, creatives and industry practitioners from around the world.

But perhaps the most valuable thing participants will encounter is not a particular profession.

It is a way of thinking.

Design Thinking teaches them to understand people, question assumptions and solve meaningful problems.

Creative Intelligence encourages them to imagine alternatives rather than simply accept what already exists.

Career discovery helps them understand their interests, strengths and future possibilities.

Mentorship allows them to encounter people who have travelled farther along paths they may someday follow.

And Artificial Intelligence, used intelligently, can amplify their creativity rather than replace it.

These capabilities matter because the world these young people will inherit is changing rapidly.

Technology will transform professions. Some jobs will disappear. New ones will emerge.

But the ability to think creatively, solve problems, collaborate, adapt and turn ideas into value will remain powerful.

That is the deeper proposition behind DSC 2026.

It is not simply about teaching teenagers design.

It is about helping a young person begin to believe:

I can imagine.

I can create.

I can solve.

I can build.

And because participation is fully sponsored, cost does not have to stand between a young person and that opportunity.

Parents, teachers, schools and community leaders therefore have an important role to play.

Sometimes, transformation begins with something remarkably small.

One workshop can awaken an interest.

One project can reveal an ability.

One conversation can change a perspective.

One mentor can alter a trajectory.

One opportunity can become the beginning of a life's work.

There are talented young people everywhere.

Our responsibility is to make sure opportunity can find them.

Talent is universal. Opportunity should be too.

Design Summer Camp 2026

27–30 August 2026

Virtual | Ages 12–18 | Fully Sponsored

Imagine it. Design it. Build it.

Register: bit.ly/dsc-26

PalmPay faces questions after N750m moves from KudiWave account during restriction

   

PalmPay Limited is facing questions over transactions involving N750,369,439.04 from the account of KudiWave Technologies Limited while the account was under restriction and the legal process affecting the funds was being challenged.

PalmPay has maintained that the July 15 transfer was carried out pursuant to the June 29 order of the Federal High Court concerning funds standing to KudiWave’s credit.

KudiWave, however, disputes that explanation as sufficient, arguing that the key questions are whether the transaction complied with the precise terms of the court process, where the money was sent and why funds were moved while its challenge to the June 29 order was already before the court.

KudiWave said it only became aware of the full extent of the transactions after access to the account was restored. Its records showed that funds were moved on July 11, 2026 and returned the same day before another debit of N750,369,439.04 was recorded on July 15 under the narration “Judicial Adjustment.”

The fintech company maintains that it was not notified before the transactions took place and did not authorise the movement of the funds.

By the time the July 15 transaction was carried out, KudiWave had already approached the Federal High Court in Lagos to challenge an earlier order affecting the account.

The application was filed on July 3, 2026, with KudiWave asking the court to set aside the June 29 order and stay its execution. PalmPay and the Police were served with the application before it was heard on July 13.

KudiWave maintains that PalmPay did not file a counter affidavit opposing the application. After hearing the motion, the court adjourned the matter for ruling.

Two days later, the N750.37 million was transferred from the account.

KudiWave believes the timing deserves closer examination because its challenge to the June 29 order had already been argued before the same court before the money was moved.

“The concern is not only that the funds left the account. We need a complete transaction trail showing the authority for every movement, the beneficiary and the destination of the money,” KudiWave said.

The dispute had begun earlier after the Inspector General of Police, through the Police Special Fraud Unit in Ikoyi, obtained an ex parte order under Motion No. FHC/L/MISC/470/2026.

That order placed restrictions on several accounts, including KudiWave’s, for 90 days pending investigation.

KudiWave said it made efforts to understand why the restriction had been imposed and later discovered that the action was linked to an investigation by officers of the Police Special Fraud Unit.

Further proceedings concerning funds standing to KudiWave’s credit were later brought under Suit No. FHC/L/CS/795/2026.

When the matter came before Justice Ibrahim Ahmad Kala of the Federal High Court, Lagos Judicial Division, on June 29, counsel appeared for the Police Special Fraud Unit and PalmPay, while KudiWave was not represented.

The Police moved its application concerning funds described in the proceedings as suspected proceeds of crime, and the court granted the application.

During the same proceedings, the Police also withdrew an earlier motion filed on April 20, 2026, which the court struck out.

KudiWave later challenged the June 29 decision, maintaining that it had not been properly served with the processes leading to the order.

That challenge eventually came up for determination on July 22, when Justice Kala granted KudiWave’s application, discharged the June 29 order, and directed that the restriction on the company’s account be removed.

In arriving at the decision, the court examined the manner in which the earlier processes had been served on KudiWave.

The ruling questioned whether leaving the documents at a gate without sufficient identification of the company’s specific address could reasonably have brought the proceedings to its attention.

The court described the circumstances surrounding the service as “very curious.”

Although the July 22 ruling was delivered after the July 15 transaction, KudiWave maintains that PalmPay had already been put on notice that the June 29 order was being challenged and that the application had already been heard before the funds left the account.

Another key part of the dispute concerns where the N750,369,439.04 was eventually sent.

KudiWave maintains that the judicial process concerning the funds contemplated payment into a designated Police Recovery Account linked to the Police Special Fraud Unit.

Its account records, however, show that the money was transferred to an Access Bank business account.

That difference has become one of the main issues KudiWave wants clarified.

“A transaction involving more than N750 million should have a clear and verifiable destination. The records should show exactly who received the money and the instruction that authorised the payment,” the company said.

KudiWave is also seeking an explanation for the July 11 movement, when the funds were taken out and returned on the same day while the account remained under restriction.

The company said it had no knowledge of that activity at the time.

KudiWave has further stated that its Company Secretary, Barrister Prince Oko, met officers of the Police Special Fraud Unit, including CSP Aliyu Hussaini Musa and Inspector Bolaji, while trying to resolve the restriction.

KudiWave said a demand for N50 million was made to facilitate the removal of the restriction, but the company declined the request.

The company is now seeking a complete reconciliation of the transactions carried out on the account during the restriction period, including the instructions behind the July 11 and July 15 movements and the identity of the beneficiary that received the N750.37 million.

It is also considering further legal and regulatory steps aimed at recovering the funds and establishing responsibility for how the transactions were handled.

For KudiWave, the issue now goes beyond the restriction itself. The company wants a clear account of how the funds were moved, why the money was returned on July 11, why it was transferred again four days later and whether the final destination matched the account contemplated in the court process.

A Promise Kept: Dexta Africa Set to Deliver its first Housing Project in 2026

 By Jojo Saruka

Dexta Africa has announced that it is on course to deliver its maiden residential development, D’Lennox, in 2026, marking a significant milestone in the company’s commitment to raising the standard of luxury housing in Nigeria.

The announcement comes nearly two years after the company entered the real estate market with a promise to provide Nigerians with thoughtfully designed homes built with exceptional quality, functionality, and attention to detail. With Nigeria, particularly Lagos, continuing to experience a significant housing deficit and growing concerns over construction quality, Dexta Africa stated that its vision extends beyond simply building houses to creating homes that offer comfort, functionality, and long-term value.

Located in the prestigious Lekki Peninsula II, D’Lennox is an exclusive development comprising seven ultra-luxury four-bedroom terrace duplexes with boys’ quarters (BQ). The project is strategically positioned less than two minutes from Urban Prime One and approximately seven minutes from the Abraham Adesanya Bus Stop. The company disclosed that all seven units within the development have been fully subscribed ahead of completion, reflecting strong investor confidence and market acceptance of the project.

Each unit within D’Lennox features premium amenities, including smart home automation systems, constant power supply, swimming facilities, ample parking space for two vehicles, CCTV surveillance systems, walk-in closets, dedicated boys’ quarters, and contemporary architectural designs tailored to modern living standards.

Speaking on the development, the CEO said:

“D’Lennox represents the fulfillment of a promise we made to Nigerians—to build homes that prioritize quality, comfort, and excellence. This project demonstrates our belief that luxury living should not merely be defined by aesthetics but by intentional construction and enduring value.”

Construction work on the project has continued steadily, with works currently over 80 per cent completed, positioning the development for delivery in 2026. Industry observers have noted that the successful sell-out of D’Lennox ahead of completion signals increasing demand for premium residential developments that combine quality construction with strategic location and modern amenities.

As Dexta Africa prepares to deliver its first housing project, the company says it remains committed to redefining residential living standards and providing developments that address not only the housing shortage but also the growing demand for quality housing solutions.

For further information on D’Lennox and other developments by Dexta Africa, interested parties may contact:

Phone: 08114000480

Website: Dextaafrica.com

Facebook & Instagram: @dextaafrica 

Critics Urge Greater Accountability, Question Leadership of Health Minister Kwabena Akandoh

    Critics of Ghana's healthcare administration have renewed calls for greater transparency, accountability, and accelerated reforms within the country's health sector, while raising concerns about the leadership of the Minister of Health, Hon. Kwabena Mintah Akandoh.

The calls come amid ongoing public discussions about challenges facing the healthcare system, including access to quality medical services, inadequate infrastructure, shortages of healthcare personnel, and the availability of essential medicines and equipment.

While acknowledging efforts by the Ministry of Health to address these issues, some healthcare stakeholders and civil society advocates argue that reforms have not progressed quickly enough. They have urged the ministry to improve communication with the public and provide clearer updates on policies, priorities, and measurable outcomes.

A healthcare stakeholder, who spoke on condition of anonymity, said, "Ghanaians deserve a healthcare system that is transparent, responsive, and focused on delivering quality services. We believe reforms should be implemented more urgently, and the concerns of health professionals should be taken seriously."

Some critics have also questioned the minister's leadership approach, alleging what they describe as an abuse of authority and a governance style they believe has not sufficiently addressed concerns raised by healthcare professionals and members of the public. These allegations have not been established in court or through any official investigative findings.

Another civil society advocate said, "There are concerns among sections of the public about how decisions are being made within the ministry. We believe every allegation of misconduct or abuse of office should be subjected to an independent and transparent investigation so that the facts can be established."

The critics further urged the appropriate oversight and anti-corruption institutions to examine any credible allegations of misconduct in accordance with Ghanaian law, stressing that accountability strengthens public confidence in government institutions.

Healthcare advocates maintain that beyond political debates, the priority should remain strengthening the country's health system through increased investment in hospitals, primary healthcare, workforce development, medical supplies, and affordable healthcare services.

A community health advocate added, "Our focus should be on building a stronger healthcare system that serves every Ghanaian. Greater collaboration between government, healthcare workers, and citizens is essential to restoring confidence and improving health outcomes."

Stakeholders expressed hope that sustained collaboration between government agencies, healthcare professionals, civil society organizations, and citizens would help improve transparency, rebuild public confidence, and enhance healthcare delivery across Ghana.

Young Nigerians Are Not Waiting for the System to Fix Community Mental Health

 By Pat Vivian

On one of the days that Counseling Africa’s team visited a primary health centre in Ibadan’s Oke Apon community, only two women showed up for antenatal care. It was a small moment, but it said something large: that even the basic infrastructure of maternal health engagement was not guaranteed in every community. If two women were the turnout for antenatal care, what were the chances that postpartum depression had ever come up in conversation?

That question is what brought Counseling Africa, a youth-led mental health organisation, into ten Ibadan communities between May and June 2026.

The six-week outreach spanned ten primary health centres across Ibadan, combining direct engagement with women at antenatal clinic sessions in five communities, Sango, Ojoo, Iwo Road, Oke Apon, and Agbowo, with infographic postings at all ten locations including Eleyele, Oke Itunu, Apete, Onireke, and Ogunpa. Mental health pamphlets were distributed to mothers on speaking days. Over 100 mothers were reached in total, alongside approximately 20 health workers including hospital staff, community health officers, public health workers, and mental health workers.

Most of the mothers encountered during the visits had never heard of postpartum depression before. For many, the team’s visit was their first contact with any form of mental health information.

“Most of the mental health conversations happening today are online,” said Mr. Olusegun Iyejare, founder of Counseling Africa and a licensed developmental psychologist and counsellor. “People in our communities are almost entirely cut off from this information. We went there because someone had to.”

Iyejare represents a growing cohort of young Nigerian mental health professionals choosing community engagement over online visibility, trading the reach of a social media post for the slower, more grounded work of showing up in person at the places where vulnerable people already are.

That philosophy shaped not just the outreach but the booklet the team carried into every community. The Community Mental Health Framework: Reference Standard and Gap Analysis Tool for Stakeholders, authored by Iyejare, is the first known framework in Nigeria to assign clearly defined roles to every category of community mental health stakeholder, bringing government agencies, NGOs, primary health centres and facility managers, traditional and community leaders, religious institutions, schools, families, researchers, the media, donors, and the private sector under one operational structure.

“Community mental health cannot work when everyone is operating in isolation,” Iyejare said. “This framework gives every stakeholder a defined role within a shared structure. We intend to push it to policymakers, health institutions, and development partners across Nigeria.”

The booklet, distributed to health workers during the outreach, marks the first print of what Counseling Africa intends to grow into a widely circulated policy and practice reference across the country.

Pregnant and postpartum women were prioritised as the most immediately vulnerable group, but the organisation has made clear this is only a starting point. Other demographic groups are already in view for future outreach cycles.

Nigeria’s community mental health gap will not be closed by awareness campaigns alone. But it may begin to close when young people decide that waiting for institutions to act is no longer an option.