Governance can be practical, people-centred, says Akoko North-West LG boss, Adebambo

In this interview with Owolola Adebola, he reflects on his background, professional journey, leadership philosophy, and vision for governance rooted in practical service to the people. Excerpts:

 *Who is Festus Olutope Adebambo?*

Festus Olutope Adebambo will describe himself first as a public servant shaped by his community. He is a public administrator, community leader, traditional title holder, and politician from Ogbagi Akoko in Akoko North-West Local Government Area of Ondo State, Nigeria.

Over the years, he has built a reputation for pragmatic leadership and grassroots engagement. His career trajectory—spanning the private sector, public administration and politics—has focused largely on empowerment initiatives, institutional development and community welfare. He believes leadership must always remain connected to the people it serves. For him, governance should not exist as an abstract concept or political slogan. It must be rooted in real solutions to real problems experienced by ordinary citizens.

 *When and where were you born?*

I was born on November 13, 1966, in Ogbagi Akoko, a town in Akoko North-West Local Government Area of Ondo State.

Growing up in this community shaped my values and worldview. Like many people raised in rural communities, I learned early the importance of hard work, communal support and service to others. Those early experiences instilled in me a deep commitment to the welfare of my people.

 *What is your educational background?*

My educational journey began at Irun/Ogbagi Anglican Grammar School and later Ahmadiyya Grammar School, both located in Ogbagi Akoko. After completing my secondary education, I attended the Federal School of Arts and Science in Lagos for my advanced studies. I later proceeded to Obafemi Awolowo University, Ile-Ife, where I obtained a Bachelor of Science (Honours) degree in Microbiology between 1988 and 1992. Although my academic training was in the sciences, the discipline shaped my thinking in ways that later influenced my leadership and administrative approach.

 *How has your academic training influenced your leadership style?*

Scientific training encourages observation, analysis, and systematic thinking. Those principles have influenced my approach to governance. There is a popular saying that “observation is science.” Leadership requires careful observation of the needs of the people. You must listen, analyse situations, and identify priority areas before taking action. In my experience, governance works best when it is approached as a structured system—one that requires planning, accountability and measurable outcomes. Rather than relying on rhetoric or political showmanship, I believe leadership should focus on practical solutions that improve people’s lives.

 *How did your professional career begin?*

My professional journey began during my National Youth Service. I served as a Graduate Assistant at Rivers State University of Science and Technology in Port Harcourt. That experience introduced me to mentorship and administrative responsibility. It also helped me develop leadership skills early in my career. After completing my service year, I moved into the private sector, where I held several managerial positions over the years.

 *What roles did you play in the private sector?*

My private sector career exposed me to organisational leadership and operational management. At Clem Tunds Nigeria Limited, I rose through the ranks from Projects Manager to General Manager. That role involved overseeing projects, managing teams, and coordinating organisational operations. I later served as General Manager at Bematrix Nigeria Limited. In that position, I focused on improving administrative structures and strengthening operational efficiency.

My experience also extended into the health management sector. At Wise Health Services Limited, an HMO, I worked as Senior Manager responsible for operations across the South-West and Kwara Zone. Another significant role I held was at Digital Toll Company Limited, where I served as Principal Manager responsible for Administration and Fleet Management. There, I supervised logistics operations and administrative coordination across multiple operational units.

 *What skills did you develop from your private sector experience?*

My private sector career helped me develop strong management and organisational skills. I learned how to manage systems, people, and resources effectively. Strategic planning, logistical coordination, and administrative oversight were central to my responsibilities. These experiences prepared me for the complexities of public governance. Public administration requires similar competencies—efficient management, accountability, and the ability to coordinate diverse stakeholders.

 *When did you enter public service leadership?*

My most notable leadership role in public service began in June 2009 when I was elected Chairman, Chief Executive, and Chief Security Officer of Akoko North-West Local Government Area. I held that office until September 2011.

 *What characterised your leadership as a local government chairman?*

My approach to leadership at the local government level was centred on proximity to the people.I believed governance should not be conducted from a distance. Instead, it should operate through constant engagement with communities. To achieve this, we adopted a bottom-up governance model. We established Project Conception and Implementation Committees in every ward. These committees were responsible for identifying the development projects most needed in their communities. Contractors from within each ward were engaged to execute the projects, while community leaders worked with the local government engineering team to supervise implementation and ensure quality. This approach strengthened community ownership of development projects and improved accountability. Another important aspect of my administration was that I worked with a “Working Document” that I had prepared even before assuming office. This document served as a strategic blueprint guiding our policies and initiatives.

 *Your administration provided official vehicles to traditional rulers. How was that achieved despite limited resources?*

One of the most memorable achievements of my administration was providing official vehicles to all 23 traditional rulers (Obas) in Akoko North-West Local Government Area.

Many people wondered how we accomplished that despite limited financial resources. I believe the answer lies in teamwork and divine support. My late mother always prayed that I would be surrounded by people who shared a passion for service and compassion for the people. I was fortunate to work with a dedicated team. Among them were Late Chief Ogundayomi, who served as the Director of Local Government Administration; Mr. Adejoro, the Head of Personnel Management; and two highly committed engineers, Engr. Omomowo and Engr. Kayode Oguntimehin.

Their professionalism and dedication made many of our achievements possible.

 *What role did you play in the Ondo State Government?*

In 2014, I was appointed Special Adviser on Job Creation and Empowerment to the Ondo State Government. In that role, my primary responsibility was to design and implement initiatives aimed at expanding employment opportunities and improving economic self-sufficiency among citizens.

 *How did you approach job creation and empowerment?*

My philosophy is that empowerment must be structured and sustainable. Too often, empowerment is treated as a political slogan or a short-term distribution exercise. I believe it should instead be approached as a long-term economic strategy that strengthens communities and reduces dependency. Our goal was to create systems that helped people build stable livelihoods.

 *What was the Kajola Scheme all about?*

One of the major initiatives we implemented was the Kajola Scheme.

The programme served as a framework for grassroots economic development. It integrated several components, including financial assistance, vocational training, cultural enterprise support and social welfare programmes.

How did the scheme support small businesses?

Through a micro-credit initiative known as “Owo Lowo,” we provided financial support to market women and small-scale traders. These loans enabled many beneficiaries to expand their businesses and improve their household incomes.

 *What opportunities did the programme provide for young people?*

Youth development was a major focus of the programme. We organised skill acquisition and retraining initiatives where young participants received training in trades such as fashion design, catering, interior decoration, plumbing, tiling, and electrical installation. These programmes were implemented in partnership with the National Directorate of Employment to encourage entrepreneurship and reduce youth unemployment.

 *How did the initiative support artisans?*

Artisans—including mechanics and technical workers—also benefited from capacity-building programmes designed to improve their professional competence. Strengthening the skills of local artisans contributed to the growth of the local economy.

 *How did you integrate culture into economic development?*

Through the Culture and Economic Growth Alliance, we supported businesses connected to cultural heritage.

These included enterprises in food production, clothing design and artistic craftsmanship. Cultural identity can be a powerful driver of economic development when properly harnessed.

 *What role did agriculture play in your development programmes?*

Agriculture was another important sector.

Through collaboration with the Nigerian Agricultural Cooperative and Development Bank, we facilitated access to loans for farmers. The government also provided a ₦12 million counterpart fund to support the programme.

 *Did you introduce any programmes for elderly citizens?*

Yes, we implemented several initiatives aimed at supporting elderly citizens. These included monthly stipends, food assistance programmes, recreational tours and intergenerational skill-transfer initiatives. My belief is that elderly members of society deserve dignity, support, and respect.

 *What community development projects did you initiate?*

One of the notable initiatives was the “So’gbodilu” project, which focused on opening farm roads and developing new settlement layouts to support agricultural expansion and rural development.

 *How did you invest in youth education?*

I also supported youth education personally by making financial contributions over two consecutive years.

Additionally, I donated computers, internet facilities, and related equipment to the Ogbagi Development Council to establish a youth ICT hub. The goal was to help young people acquire digital skills that would prepare them for modern economic opportunities.

 *What has been your political journey toward the House of Representatives?*

My political journey has been defined by persistence and long-term commitment.

Over the years, I have been involved with several political platforms, including the Alliance for Democracy, Action Congress, Labour Party, Social Democratic Party and the All Progressives Congress, APC.

 *What offices have you contested for?*

I first contested for the House of Representatives in 2003 but later stepped down for the incumbent candidate. In 2015, I contested for the Ondo State House of Assembly. In 2019, I again contested for the House of Representatives.

 *What roles have you played in campaign organisations?*

In 2016, I served as Director of Campaign for Dr. Agunloye’s campaign organisation, where I coordinated political mobilisation and campaign strategy.

 *What are your contributions outside politics?*

Outside politics, I am actively involved in socio-religious and cultural organisations.

I currently serve as Chairman of the Board of Trustees of Mountain of Fire and Miracles Ministries in Irvington, USA, and as a Trustee of the African Culture and Economic Growth Alliance.

 *What distinguishes your leadership philosophy?*

My leadership philosophy rests on two principles. First, governance must serve the people rather than political parties. Once elections are over, leadership must work for everyone. Second, leadership should focus on continuity of service and practical governance. Institutions must be strengthened, communities empowered, and real social and economic challenges addressed.

 *Why do many people support your aspiration for the House of Representatives?*

Many supporters believe my experience in administration, grassroots governance, and empowerment programmes equips me to represent the constituency effectively at the national level.

 *What does your legacy represent?*

My legacy represents leadership grounded in community values, strategic planning and sustained commitment to development.

 *What broader lesson does your career offer?*

My career demonstrates that effective leadership is not measured by noise, popularity, or political theatrics.

It is measured by consistent service, tangible impact, and dedication to improving the lives of ordinary citizens. Through decades of work in administration, politics, and community development, I remain convinced that governance can indeed be both practical and people-centred.