Marquis

An opportunity to educate people has been turned to fear mongering and mudslinging. This is what irresponsible reporting causes in health For example, in 2026, butter is NOT healthier than margarine 🫠 in many cases, butter can actually be worse Healthier alternatives to butter or margarine include olive oil and other vegetable oil–based spreads, which contain beneficial mono- and polyunsaturated fats, and are lower in saturated fats Many food and drug agencies around the world require nutrition labels to include information about both saturated fats and trans fats People should read labels more. You’re better off comparing the health value simply by looking at the nutrition labels on these products. And consume moderately, in small quantities

My grandma passed away today.

Thank you @ManCity 💙

In my outlook for 2026, I explain why even the largest 'private equity' fund in the world, actually are now putting more money into private credit. Watch full video here: youtu.be/EDri8mCAPT0?si…

One reason why very very few fashion brands have survived beyond their founders or for even two decades of consistent relevance in Nigeria is because they keep hustling for the share of wallet of the 0.1-1% of elites that can afford their prices. Most times personal networks of the founders. While China makes a kill serving the remaining 99%. You treat your own largest market segment with disdain, then leave them to China to serve. Then complain that China is threatening your market. Self sabotaging behavior.

@hackSultan You get E say na what’s app Lol What happened to having a website people can putchase the shoe even businesses that do 100k Turnover have websites. Deliver - Personal (Another Lolll)

This is the same issue I have with Ola of Lagos when he’s advertising cars. When you’re trying to sell something luxurious, the selling point in luxury is not the price, but the idea behind the item, the story, the craftsmanship, the years it took to master the craft, and the history. Just making a shoe and calling it 25M one-of-one doesn’t make it luxury. Talking about the type of leather used, the type of thread, the sole, the durability, how it’s constructed, the finishing, and the presentation, now that’s what can be considered luxury. And nope, all those still won’t justify a 25M price tag, but it’ll be close. Another important part is how you market and where you market to. There’s a reason Rolls-Royce and Bugatti do 90% of their marketing at private jet sales events and not on Twitter or billboards. No one is asking you not to sell luxury, but I’m not sending a DM on WhatsApp to buy a 25M shoe.

It’s fine really, I’m not a victim. No one can ever bully me on the internet. My restraint is only because I hold myself to God’s standard and in service to the children I stand in the gap for. I spent 7 months under Oshodi Bridge working in the worst conditions with some of the most violent people. Twitter trolling is at best amusing and I’m mostly just laughing at the comments and blocking aggressive people. I have a full life away from here. But it’s important that I continue to use this account to remind us that there’s still some good in the world. I’ll never stop🙏🏾

People have asked me how I feel about Udemy’s sale to Coursera. Honestly, I’m kinda pissed about it. I want to be clear - I’m grateful for the opportunity to start and benefit from Udemy’s success. It changed my life. But there’s another side to Udemy. A story of what could have been. After our Series B, founders owned less than 30% of the company. Our investors took over and installed their own CEO to run it. We all liked this new CEO and honestly, for years it looked like a brilliant move. The company kept growing and growing. They launched B2B and built a $500M ARR business. Eventually, the company IPO’ed for $3B. Yet all along there were clear cracks under the surface. Over Udemy’s history, there have been 7 CEO’s. The board replaced the second CEO with dud after dud. I’d often try to meet with the board or the new CEO, and was completely ignored. Eren had influence as Chairman of the Board but Oktay and I were so ignored they didn’t even invite us to the IPO. LOL WTF. There are like 50+ people invited to these things and nobody thought: “oh maybe we should invite the people who fucking invented the thing we’re all celebrating.” It shows how little respect they had for founders and for product innovation as a discipline. I think they wanted a CEO they could control, a buttoned-up suit instead of a brash founder/CEO that is risk-taking, visionary, but a bit of a pain. For awhile, it looked like it didn’t even matter who was CEO - the company was run by the incredibly talented team that reported to them anyways. Well, it worked until it didn’t. The company made no major product innovations for 15 years. Instead, they took the original idea (video-based courses) and sold it in every place imaginable. It got us to $800M run-rate. That’s no joke; that takes serious execution and a great team that hustled hard to win the market. But eventually the consumer business stopped growing. The B2B business has now flattened out as well. Meanwhile, Coursera was catching up. Original Coursera was a far worse product than Udemy, but it got a ton of press. Learning ivory tower bullshit from academics doesn’t get you a real education, but it does create prestige. They raised from better investors on better terms, and had better leadership. Udemy to this day has more revenue than Coursera, but Coursera won the court of investor opinion. They got higher multiples from both private and public markets. Coursera innovated heavily. They added corporate courses to their university catalog, built fully-online degree programs, and offered a B2B competitor that kept Udemy on its toes. Still, the Udemy B2B business (and team) out-performed and so the two companies were deadlocked. Coursera was better at B2C, Udemy at B2B. A merger was inevitable. But WHY IN GODS NAME did we sell to Coursera instead of the other way around? Why are the combined companies under $3B in market cap? Three reasons: First, edtech didn’t live up to its promise. While these two companies had solid revenue and cash positions, their growth slowed, and public markets balked. This meant compressed multiples and significantly lower valuations. Second, the companies stopped innovating. They are selling a product to businesses that their customers don’t love. They were category leaders, but they lead the category into mediocrity. They captured a significant share of learning and development (L&D) spending, but L&D as a whole actually lost budget within their organizations. That’s Udemy’s fault, and it doesn’t even realize it. That brings me to my final point: I personally believe Udemy traded upside opportunity for downside risk. Us founders were unproven and young. We made lots of mistakes, including fighting amongst ourselves. A good investor would have supported us through it because they believe founders drive the highest long-term returns. Instead, they brought in outside CEOs to replace us. I sometimes wonder if they recognize this error; everyone makes mistakes and maybe they learned from it. Either way - the consequences are real. By ignoring the founders, Udemy failed to innovate, which led to slowing growth which led to mediocre public market results. Furthermore, they don’t have a good evangelist and public markets don’t like a headless horse. I sold my Udemy stock awhile ago. I think the merger was critical for both companies’ survival. Now, though, the new combined entity needs to innovate again. On B2B, Coursera needs to help L&D become the heroes of the AI era so the entire market starts growing again. On B2C, they need to build the most educational AI product on the planet. (I’d focus on the former, since the latter is a lot harder and riskier). Coursera can still achieve our original vision and likely build a $10B+ company in the meantime. Even though I’ve got no stake in its future, I’m mission-driven and I REALLY hope they figure it out. The current education system sucks and the world deserves something better.

It’s because you can negotiate in moving, but with promotions, you can’t. I’ve been promoted 3 times in my life, and the max I got out of the promotion was 25% (which is great by all standards) I’ve moved many times, and I’ve had 300% 3 times. That’s why it’s good to move if you have the quality.

Look who came to visit today Driving and showing @ProfOsinbajo around Washington D.C ahead of the 2026 WB/IMF Spring Meetings happening this week!

I sat down with @kaestrings to talk about his journey into music, growth and life in Northern Nigeria. You've got to hear this! (RT)

What problem was the Zrosk Magna Equity Fund created to solve? Hear from Samson Esemuede (@esemsam), our Chief Investment Officer at Zrosk Investment Management. #ZroskInvestmentManagement #ZroskMagnaEquityFund #InvestmentManagement #AlternativeInvestments #BusinessInvestors

Lionel Messi has been a one-man economic stimulus engine for the Miami area, boosting its international profile, drawing hordes of tourists and powering sectors including real estate, hospitality and retail. 🔗: on.wsj.com/4clYCBR

Getting a foreign bank to say yes to a Nigerian fintech is a lot like a proposal. There's a checklist running in the background before the answer comes. We share what's on it, and what's changing in this video. Read the full report at insights.techcabal.com #partnercontent

AFDB approves $200m for Project BRIDGE Last week, the Board of the African Development Bank Group @AfDB_Group approved a $200 million funding for Project BRIDGE — Nigeria’s most ambitious digital infrastructure initiative, and the largest fibre backbone investment in any developing nation. This is yet another signal, this time from one of Africa’s most important multilateral institutions, that Nigeria’s digital infrastructure agenda commands serious, sustained institutional confidence. I am grateful to the AfDB for their commitment to this project right from the very beginning and I am glad to welcome them to the growing coalition of global institutions, including the World Bank Group ($500M ) and EBRD ($100m) who have each made deliberate choices to back this vision and make up the sovereign financing required. Nigeria is not waiting for the world to connect us. We are building our own infrastructure and the world is choosing to invest alongside us. 🇳🇬 #ProjectBRIDGE #NigerianExcellence

BREAKING: Thoma Bravo, the software private equity firm with $183 billion in assets under management, is winding down its growth equity business to focus on core buyouts. Thoma Bravo implemented the growth equity strategy in 2021.

Consumers expect more value and better benefits from food and beverage products—and competition from private-label and disruptor brands is intensifying. Learn how shifting expectations and external pressures are driving leaders to reshape portfolios. mck.co/4cDgzNI

CEO of Blackstone Stephen Schwarzman offers a surprising confession: The man who built a $1 trillion firm never made it past basic math. "Don't think when you go into finance, it's just about numbers. I didn't even make it, you know, to calculus." When asked how someone with such limited math skills became so successful, Schwarzman's answer cuts straight to the point: "Because finance is not about math. It's really figuring out what makes sense." Most people assume finance is a numbers game, where the best investors simply out-math the room. Schwarzman disagrees entirely. He continues: "If a company's going to grow, why? It's not the numbers that come from it. It's the why. Why is that happening? Is that going to continue to happen? Is it going to get better or is it going to get worse?" For Schwarzman, the real edge in finance is judgment — the ability to look beyond the numbers and understand the story behind them: "This isn't a financial skill per se. It's judgment. It involves understanding in a general sense. It's figuring out what seems reasonable." Schwarzman built one of the most powerful investment firms in history not by out-calculating everyone, but by out-thinking them.

Calendly is a $3 BILLION company?????? three. billion. dollars?????? for literally letting people pick a time slot???????? Stripe is a $65 BILLION company?????? SIXTY FIVE BILLION?????? for moving numbers between bank accounts?????? Slack is a $27 BILLION company?????? for literally a chat app???????? with folders?????? Notion is a $10 BILLION company?????? TEN BILLION?????? for a fancy document with drag and drop?????? and you think your SaaS idea is too simple be serious