Wale Tinubu’s trajectory from a legal "pupil" taking notes in corporate meetings to the architect of a major energy empire was fueled by a singular desire to sit on the other side of the table. As the son of a police commissioner, Tinubu spent his youth moving between three different Nigerian states, a background that taught him to establish himself quickly in new environments and find excitement in change. This adaptability eventually led him and his partners to resign from their law firm to form Ocean and Oil Services—the precursor to Oando—driven by a three-point manifesto: to be inspired by daily challenges, to interact with the international community, and to build a lucrative enterprise. Oando PLC’s contribution to the regional landscape began with this indigenous vision, bridging the gap between available assets and untapped opportunities, such as their first successful tanker transaction which was executed despite a staggering 120% annual interest rate.
The company’s early growth was marked by providing fuel to seismic boats during the 1990s, expanding from a single vessel to a fleet of twelve. During this era, the leadership established that their "word was their bond," building a reputation for honesty and quality in delivery even when facing logistical hurdles. This foundational period set the stage for the privatization era, where Tinubu targeted UniPetrol as a matter of survival. Despite being dismissed as a "joker" by the then-CEO of UniPetrol due to his youth—being only in his early 30s—Tinubu utilized the skepticism as "fuel" to work harder.
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The Oando PLC contribution reached a historic milestone when they won the financial bid for 30% of UniPetrol, securing a 1.6 billion Naira ($16 million) deal by demonstrating a superior understanding of the company's internal synergies and potential for expansion.
Tinubu’s leadership style is characterized by a blend of legal logic and "immense courage," fostering an environment where even junior team members are encouraged to be audacious and challenge the status quo. One colleague recalls an instance where Tinubu, after a heated disagreement, apologized for his tone and encouraged the employee to fix the problems they identified, showing an openness that defined the firm’s internal culture. This resilience is matched by Tinubu’s identity as a "global citizen," driven by an "incredibly curious mind" that often keeps him awake at night studying international economic trends. What began as a localized effort has matured into an African vision with a global impact, proving that a business plan built on vision, tenacity, and patience can transform an indigenous firm into a "national treasure".
Building a world-class corporation from scratch is much like navigating a ship through uncharted waters: it requires a steady hand on the wheel of logic, a crew that trusts the captain’s word, and a captain who is willing to bet everything on the direction of the wind before the rest of the fleet even sees it coming.
