Opinion
The Day I Almost Died In An ‘Action Movie’ | By Olawale Sadare
Until mid 1980s, the Nigerian Army 2nd Mechanized Division was located where we now have the headquarters of Ibadan North East Local Government council. What used to be an Army barracks harboured offices, training grounds, shooting ranges, orchards and other military facilities including a Mammy market and Army Children’s Schools which I attended between 1982 and 1988 after I had been made to waste two years in some formal elementary schools.
For every pupil of that particular school in those days, the fear of a single military man (Sergeant Shittu) was the beginning of wisdom though it came to a point that he had to be supported by another discipline czar and flogging wizard (Sergeant Segun). The duo could instil discipline on a lifeless body as it were but trust school children, we would still beat them to it on several occasions as we would be found wanting in one way or the other. Our popular criminal offences included; coming late to school, overstaying on the soccer pitch after break time, wandering aimlessly around, entering swampy farmland close to BCOS (Ile-Akede) fence to harvest sugarcane which belonged to unknown farmers, engaging in fights with fellow pupils, disturbing the peace of the classrooms, being found in company of domestic thieves among other juvenile ‘crimes’.
I started a new life in School 1 (1982) and later School 12 (Afternoon session), School 6 and finally School 5. In all of this, I had the privilege of being taught by the best hands who included Mr. Babalola, Mrs Jegede, Mrs Akinwale, Mrs Sadare (not a relation), Mrs Ojo, Mrs Olayinka, Miss Hassan, Mr Aluko, Mrs Abolade, Mrs Olanrewaju, Mr Ayorinde, Mrs Osunkunle, Mrs Olagunju (our Quintessential Headmistress) and many others. There was a day my late cousin (Sade) found a new N20 note inside a gutter on our way to school and seven of us (including two aunties who became grannies long ago) shared from the largesse satisfactorily. Oh, Sade could discover lost money hidden beneath the lowest layer of soil or rock pedestal… May her gentle soul rest in peace.
It was about this time that two female teachers fought a colleague of theirs over me. It was getting to the end of the academic session and we must act the Jesus play. Mrs Olayinka (Mommy Gbenga) wanted a brilliant me to act Jesus but the other two teachers opposed her vehemently. “A Wasiu with tribal mark can never be our own Jesus Christ… It is not about being brilliant and smart please”, one of them had thundered. I ended up acting one of the three wise men who later delivered ‘Wura, Turari ati Ojia’ to the one they anointed to replace me after the first day practice which I did very well. Meanwhile, I can still recognize the two haters if I come across them tomorrow and I would not say more than this here. Lol.
Yes, how can I forget an amoeba-like female teacher whose main hobby was to fish out witches and possessed female pupils who she would parade around for several hundreds of people to identify and begin to ostracize them? How can I forget a day when pupil Dominic raped a female colleague and was caught in the act? How can I forget Ebenezer, Dare Adeonigbagbe and others from School 1 who would always lay claim to the good portion of the biggest soccer pitch? How can I forget a day when Baruwa broke the arm of Ade to show the then garrulous mates from School 1 that we in other Schools were no second class citizens? How can I forget the mad rush for Akara Iyadunni, Ice Kongi, Eekanna Asa, Eja Dindin, Tabataba? How can I forget that the whole of Oluyoro High School was relocated to a segment of our expansive school land and rechristened Army Barracks Grammar School in 1985?
Before the final relocation of the Nigerian Army 2nd Mechanized Division from Iwo Road to Odogbo, we the pupils of Army Children’s School used to feel like children of soldiers not only because we had classrooms and play fields inside the barracks but also due to the fact that the men in uniform would do anything to make us have care and discipline. However, wandering and loose movement around their offices and strategic was totally prohibited as only pupils whose dad or mom was a military man or civilian personnel could go near such places with proper identification. But I use to follow the like of Akibu Bello, Felix Sareowo, Samsideen Raji, Ezesobor Omoikhudu, Cliff Ejatewvho and few others who had access to the whole place since their parents were Officers and staff. Adamu and Shuaib were typical Barrack boys who used to take me along whenever they needed to visit their dad who was a soldier. The two brothers were Hausa and they were popular for some elementary physical magical displays as pupils.
Now the real gist here, Mrs Abolade was my class teacher at Primary 4 and she was an excellent woman who knew how to impart knowledge into her pupils. There were concrete structures arranged lane by lane with each building having two blocks of classrooms. By that time, most of these buildings had had some of their parts vandalized by some enfant terrible who were pupils of the same school. These devilish kids would not go home after school hour but stay back to do all sort of repugnant things. They destroyed wooden doors and windows, broke ceilings, dug holes on buildings and shattered the cemented floors of most of the classrooms.
The same set of mannerless children were also in the habit of forcing their way into any classroom and mess up the either the floor or pieces of furniture with faeces as it were. This became the case immediately soldiers were made to relocate from our school environment and all shades of acts of indiscipline began to raise their ugly heads among the school population and the neighboring communities.
Anytime we reported for class in a new day and teachers or pupils began to perceive obnoxious odour of faeces, we would have to clear the mess first before normal classwork would start. Boys would fetch water for girls to do the cleansing while teachers would stay away until the foul odours were totally gone. Rather than abate, the shameful development continued as some of us (pupils) later saw it as an opportunity to ‘escape academic work’. Sad enough, the ‘invisible’ culprits raised their game and took to climbing the ceilings to defecate. This posed a new challenge as only boys could make it into the ceilings to do the evacuation of faeces.
On a particular Thursday, we marched down into the classroom from the Assembly Ground only to be confronted with offensive smell. We embarked on a fruitless search to locate where the human waste products were deposited but we could not find anything in any of the lockers, desks and containers on the ground. Then, the two female teachers picked about seven good boys to move up into the ceilings and bring down the ‘substances’. With automatic alacrity, we found our way into the dark arena where there was insufficient fresh air to breathe in. We acted as expected by breaking the points where the mountains of faeces were deposited and those on ground started received same in batches. Those bad boys must have come in their threes or fours to perpetrate the evil act.
But rather than come down after we had got rid of the whole mess, we decided to stage an action movie. The seven of us began a hide-and-seek expedition inside the ceilings. Each one of us turned a gunman and started to shoot at each other by matching two fingers together, pointing same at one another and shoot to ‘kill’. One would shoot his ‘enemy’ and when the victim refused to show a sign of being hit by a ‘bullet’, the one who ‘pulled the trigger’ would say in hush tone; “mo ti pa e joor!” and other person would reply; “iro ni, emi ni mo koko yinbon fun e joor”. This ‘action movie’ continued for about five minutes and those on the ground floor didn’t know anything.
Going forward, I thought about what to do to become the ‘Actor’ who can never die in a film and I moved to the darkest part inside the ceilings. In the process of trying to hide at a safe ‘place’, I left the log path for an unsupported ceiling plate platform and before anyone could call ‘Jack’… the plate paved way and I fell from the roof top only to land on the five-step stair case at the entrance of our classroom. I came down heavily, landed on my head and hit my occiput on the sharp edge of a step. Confusion ensued in the whole school environment but I was able to get help immediately from some medics. All the films actors were asked to come with their parents but it was only me who didn’t bring anyone. They beat me until they got tired… Until about 12 years later, that part of my head would pose a medical challenge and this caused my mom a lot of stress. The scar is still feasible till tomorrow and if you like, look out for it whenever you meet me in town!
Wasiu Olawale Sadare, Journalist and Media Consultant writes from Ibadan, Oyo state
The All Progressives Congress (APC) in Oyo State stands on the edge of a consequential decision—one that may define not only its fortunes in Ibadan North Federal Constituency but also its broader political relevance in the state.
As the countdown to the party primaries intensifies, the question before APC leaders is no longer routine. It is strategic. It is urgent. And it is decisive: will the party align with the clear preference of the people or risk repeating costly political miscalculations?
At the centre of this debate is Hon. Khalil Mustapha Adegboyega, widely known as Repete—a name that has, over time, evolved from a political identity into a grassroots phenomenon.
A Candidate Rooted in the People
In contemporary Nigerian politics, where voter awareness is rising and expectations are shifting, candidates are increasingly judged not by promises but by presence. On this scale, Adegboyega stands tall.
His political journey is marked by consistent engagement with constituents—far beyond the optics of election seasons. From youth empowerment initiatives that provide practical skills and startup support, to sustained interventions in healthcare access for the elderly and indigent, his footprint across Ibadan North reflects a model of leadership anchored on service.
Unlike the transactional approach that often defines political relationships, Adegboyega’s connection with the people appears organic—built on trust, accessibility, and continuity. These are not mere campaign attributes; they are political assets.
The Danger of Political Disconnect
History offers the APC a clear lesson: parties that ignore grassroots sentiment often pay a heavy electoral price. The imposition of candidates perceived as distant or untested has, in several instances, resulted in voter apathy, internal dissent, and eventual defeat at the polls.
Ibadan North presents no exception.
With opposition parties closely monitoring the APC’s internal dynamics, any misstep in candidate selection could provide a ready opening. A divided house, coupled with a candidate lacking widespread acceptance, is a formula the opposition is well-positioned to exploit.
The implication is straightforward: this is not merely about party loyalty; it is about electoral viability.
Echoes from the Grassroots
Across the length and breadth of Ibadan North—markets, motor parks, religious centres, and community gatherings—a consistent pattern emerges in political conversations. The name “Repete” resonates with familiarity and acceptance.
Such organic support is not easily manufactured. It is cultivated over time through visible impact and sustained presence. For a party seeking electoral certainty in a competitive environment, this level of grassroots validation is not just desirable—it is critical.
A Test of Leadership and Judgment
For the APC leadership in Oyo State, the moment calls for clarity of purpose. Decisions driven by narrow interests, personal alignments, or short-term calculations may carry long-term consequences.
The task, therefore, is to balance internal considerations with external realities. Elections are ultimately decided by voters, not by party caucuses. A candidate who commands public confidence offers the strongest pathway to victory.
The Stakes Are Clear
Ibadan North is too strategic a constituency for experimentation. The cost of error is not limited to a single seat; it extends to party cohesion, credibility, and future positioning within the state’s political landscape.
In this context, the argument for Adegboyega is less about sentiment and more about strategy. His visibility, acceptability, and record of engagement place him in a strong position to consolidate support and mobilise voters effectively.
Conclusion: A Choice with Consequences
As the APC moves closer to its primaries, the decision before it is both simple and significant: align with a candidate who reflects the mood of the electorate or risk conceding advantage to a watchful opposition.
In politics, moments such as this often separate foresight from hindsight.
For APC in Ibadan North, this may well be one of those defining moments.
Aderibigbe Akanbi, a political analyst, writes from Ibadan.
As the road to 2027 gradually unfolds across Oyo State, political conversations are shifting from routine permutations to deeper questions about competence, generational leadership, and measurable impact. In Ibarapa East, that conversation has found a new voice in Yusuf Abiodun Ramon — a Lanlate-born technocrat whose entry into the race for the State House of Assembly is redefining what representation could mean for the constituency.
In a political environment often dominated by familiar faces and conventional calculations, Ramon presents a profile shaped by technical discipline, structured thinking, and solution-driven engagement. His professional background, anchored in analytical precision and systems management, forms the foundation of his public service aspiration.
For him, representation must move beyond ceremonial presence to practical responsiveness — laws that reflect local realities, oversight that protects public resources, and advocacy that translates into visible development.
Ramon argues that the future of Ibarapa East lies in leadership that listens deliberately, plans strategically, and delivers measurably. He speaks of strengthening rural infrastructure, expanding youth-driven economic opportunities, and institutionalising transparency as core pillars of his agenda. In his view, governance must not merely be symbolic; it must be structured, accountable, and people-centred.
Rooted in Ile Odede, Isale Alubata Compound, Ward Seven of Ibarapa East Local Government, and maternally linked to Ile Sobaloju, Isale Ajidun Compound, Eruwa, Ramon’s story is not one of distant ambition but of lived experience. He is, in every sense, a son of the soil — shaped by the same roads, schools, and economic realities that define daily life in Ibarapa East.
“I was born here. I grew up here. I understand our struggles, our strengths, and our untapped potential,” he says. “Representation must go beyond occupying a seat; it must translate into preparation, competence, and genuine commitment to development.”
His academic journey mirrors that philosophy of steady growth. He began at Islamic Primary School, Lanlate (1995–2001), proceeded to Baptist Grammar School, Orita Eruwa (2001–2007), and later earned a National Diploma in Mechanical Engineering Technology from Federal Polytechnic, Ilaro, between 2009 and 2011. Refusing to plateau, he advanced his intellectual horizon and is now completing a Bachelor of Science in Business Administration at the University of Lagos. “Education,” he reflects, “is continuous capacity building. Leadership today requires both technical knowledge and administrative insight.”
That blend of engineering precision and managerial training has defined a professional career spanning more than a decade. Shortly after his diploma, Yusuf joined Mikano International Limited as a generator installer, gaining hands-on experience in industrial power systems — a sector central to Nigeria’s infrastructural backbone. He later transitioned into telecommunications at Safari Telecoms Nigeria Limited, where he received specialized training in Industrial, Scientific, and Medical radio bands, strengthening his expertise in network operations.
In 2013, he became a Field Support Engineer at Netrux Global Concepts Ltd., then a leading ISM service provider in Nigeria. Over four formative years, he immersed himself in telecom infrastructure deployment and maintenance, mastering field coordination, logistics management, and real-time technical problem-solving.
Since July 2017, he has served as a Field Support Engineer with Specific Tools and Techniques Ltd., a power solutions firm providing services to major operators including MTN Nigeria and Airtel Nigeria. In that capacity, he operates at the frontline of ensuring energy reliability and network uptime — responsibilities that demand discipline, accountability, and systems thinking.
For political observers in Ibarapa East, this trajectory matters. It reflects more than résumé credentials; it speaks to a mindset anchored in efficiency, coordination, and measurable outcomes — qualities increasingly demanded in legislative representation.
Beyond the private sector, Ramon’s political exposure is neither sudden nor superficial. A loyal member of the progressive political family in Lagos, he once served as a personal assistant to a former lawmaker, gaining practical insight into legislative procedure and constituency engagement. Within his community, he has quietly extended financial support to small-scale entrepreneurs and students — modest but consistent interventions rooted in personal responsibility.
“My interest is my people,” he states firmly. “Ibarapa East deserves strategic, responsive, and capable leadership at the State Assembly. We must move from rhetoric to results.”
Across the constituency — from Lanlate to Eruwa — development priorities remain clear: youth employment, vocational empowerment, rural road rehabilitation, stable power supply, agricultural value-chain expansion, improved educational standards, and stronger lawmaking that directly reflects community needs.
Political analysts argue that Ramon’s technocratic background positions him uniquely at the intersection of policy formulation and practical implementation. At a time when national discourse increasingly favours competence over grandstanding, his profile resonates with a broader generational shift toward performance-driven governance. His engineering discipline reinforces problem-solving; his business training strengthens administrative understanding; his grassroots roots anchor his empathy.
For Ibarapa East, the 2027 election cycle may represent more than a routine democratic exercise. It may mark a recalibration of expectations — a demand for representation that understands both the soil beneath its feet and the systems that drive modern development. As political alignments gradually crystallize in Oyo State, Yusuf Abiodun Ramon’s declaration signals the arrival of a candidate seeking to translate private-sector structure into public-sector impact.
One thing is clear: the conversation about the future of Ibarapa East has begun — and it is now framed around competence, credibility, and capacity.
Oluwasegun Idowu sent in this piece from Eruwa, Ibarapa East LG, Oyo State
“In a sky where delays are normal, one airline flies with precision and trust. Ibom Air shows that reliability can be a strategy”.
In Nigeria’s skies, where flight delays and cancellations are often taken as routine, Ibom Air has quietly rewritten the rules. From the moment it launched in June 2019, the Akwa Ibom State–owned carrier has treated reliability not as a bonus, but as a core strategy—turning punctuality, discipline, and operational excellence into a competitive edge that passengers can count on.
While most airlines chase rapid expansion or flashy promotions, Ibom Air has chosen consistency. Flights depart on schedule, disruptions are minimal, and communication with passengers is clear and timely. This predictability has quickly earned the airline a loyal following among business travellers, professionals, government officials, and families for whom time is invaluable.
The airline’s approach is methodical. Every flight is treated as a commitment, and operational decisions are guided by structured planning, not improvisation. This discipline underpins everything from scheduling to fleet management, ensuring passengers experience flying without surprises.
Central to this model is Ibom Air’s modern fleet. Its Airbus A220-300 and Bombardier CRJ-900 aircraft are fuel-efficient, comfortable, and rigorously maintained to meet both manufacturers’ specifications and the regulatory standards of the Nigerian Civil Aviation Authority and international aviation bodies. Safety here is a culture, not a compliance exercise.
Cabin cleanliness and aircraft health are equally prioritized. Passengers consistently step into neat, hygienic, and professionally maintained cabins, reinforcing confidence and comfort even before take-off. In a sector where small details signal operational quality, Ibom Air’s standards speak volumes.
Technology quietly drives reliability across operations. From booking and check-in to flight coordination and customer service, modern systems enhance efficiency, reduce disruptions, and ensure smooth communication. These tools allow the airline to anticipate challenges rather than merely react.
R–L: Dr. Solomon Oroge, a consultant, and Mr. Idowu Ayodele, journalist and media practitioner, aboard an Ibom Air flight.
Service delivery follows the same disciplined pattern. Pilots, cabin crew, engineers, and ground staff operate under strict professional standards. Courtesy is paired with efficiency, and calm, structured service ensures passengers feel confident throughout their journey.
The Ibom Flyer loyalty programme reflects this structured approach, rewarding consistent passengers and fostering long-term engagement. It turns reliability into a tangible benefit for frequent flyers.
From its hub at Victor Attah International Airport, Uyo, Ibom Air serves major Nigerian cities including Lagos, Abuja, Port Harcourt, Calabar, and Enugu, while extending its reach to West Africa with flights to Accra, Ghana. Expansion is deliberate, prioritizing sustainability over rapid growth that could compromise service quality.
Measured growth allows the airline to maintain operational excellence and service consistency even as demand increases—a strategy that contrasts sharply with competitors whose rapid expansion often strains resources.
Mr. Idowu Ayodele, journalist and media practitioner, pictured inside an Ibom Air aircraft.
Beyond commercial success, Ibom Air has become a national example. It has created employment, stimulated tourism, and strengthened regional connectivity, projecting a positive image of Nigerian aviation at a time when confidence in the sector is often fragile.
The airline has also challenged assumptions about government-owned enterprises. By combining professional management with operational autonomy, it demonstrates that public investment can achieve efficiency, accountability, and competitiveness.
Reliability, in the case of Ibom Air, is than a promise—it is a deliberate business philosophy. It shapes operations, informs decisions, and builds passenger trust consistently.
Technology, discipline, and attention to detail converge to produce an airline that works. Every element, from fleet maintenance to cabin service, supports the promise that Ibom Air delivers what it advertises—without surprises.
In a market where uncertainty has been the norm, Ibom Air has shown that consistency can be a strategic advantage. Passengers no longer fly with anxiety; they fly with confidence, knowing their schedules will hold and service will meet expectations.
Ultimately, Ibom Air is not just an airline—it is a model of operational excellence in Nigerian aviation. By prioritizing reliability over spectacle, discipline over improvisation, and planning over shortcuts, it sets a benchmark for the industry and a standard for passengers: in the skies, predictability is priceless
Idowu Ayodele – Journalist, Ibadan, Oyo State
0805 889 3736 | megaiconpress@gmail.com
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