By Aaron Ukodie
For over four decades, I have reported Nigeria’s ICT sector. In that long journey—from analogue exchanges and clattering fax machines to broadband connectivity, fintech innovation, cloud computing, and artificial intelligence—my path and that of Leo Stan Ekeh have crossed repeatedly.
First, as a reporter with The Guardian.
I came to know Leo Stan Ekeh in 1991 when he was MD/CEO of Task Systems Ltd., located in 13 Idowu Martins Victoria Island and at times operating from Alausa, Ikeja—at a time when The Guardian had begun to nurse specialised reporting on computers and accessories, first in The Guardian on Sunday and later in the Daily title.
In those days, publishing required significant capital outlay for mainframe computers and compugraphic machines. Leo Stan entered the Nigerian media space with desktop publishing tools by deploying the Apple Macintosh. His foray demystified publishing in Nigeria and paved the way for smaller organisations to establish media outfits with relatively modest budgets.
He made presentations to existing newspaper companies to encourage adoption—perhaps explaining the oft-repeated anecdote that he carried computers in the boot of his car to demonstrations.
He is accredited as one who revolutionise newspaper publishing in Nigeria.
My early impression of him?
A focused entrepreneur with persuasive marketing skills.
On a personal level, very accommodating.
Our paths crossed in different settings—sometimes across conference tables, sometimes in newsroom columns, and sometimes along the quieter corridors of personal interaction.
In the early years, I observed him from a professional distance. Like many reporters covering the emerging technology ecosystem, I attended his press briefings, listened carefully to his projections about the future of computing in Nigeria, and returned to my desk to file my stories.
Those were formative days. Telecommunications and computing stood on separate pillars long before they converged into what we now call ICT, and later evolved into the broader digital economy. The industry itself was still searching for structure and coherence.
At that stage, I saw him as one of several ambitious entrepreneurs eager to leverage media visibility to grow their businesses. He understood the value of publicity. He recognised that the media amplified corporate narratives. Like many business leaders of that era, he needed the press.
But as the years unfolded, I began to see something deeper.
What distinguished Leo Stan Ekeh was not merely ambition, but his understanding of partnership. He recognised early that ICT journalism was not just a promotional channel, but a strategic stakeholder in the industry’s growth. He treated reporters not as tools to be used and discarded, but as partners within a shared ecosystem.
One defining moment revealed this clearly.
At a time when a government agency was not according ICT journalists the professional respect and engagement they deserved—restricting access and offering limited recognition—many of us grumbled privately. Leo chose a different approach. Rather than complain from the sidelines, he intervened constructively.
He convened a meeting between the agency’s leadership and ICT reporters. He spoke firmly, yet without hostility. The outcome was not confrontation, but clarity. Understanding replaced suspicion.
That intervention did more than resolve a misunderstanding. It strengthened industry–media collaboration, encouraged transparency, and opened doors that later translated into sustained advertising support, sponsorship opportunities, and the growth of ICT-focused media entrepreneurship.
It was a quiet but consequential act of leadership—one that benefited both the press and the broader technology ecosystem.
It was then I realised that he was not merely building a company; he was nurturing an industry environment.
My own relationship with him gradually evolved beyond routine professional encounters.
When he completed his corporate headquarters in Gbagada and unveiled a bold expansion vision, he invited me to the fourth floor of that building. Amid the confidence of newly built ambition, he outlined his plans and then, unexpectedly, invited me to join him as Corporate Manager.
I sensed that beyond my writing skill, he was looking for someone whose currency was credibility and work ethic.
Then came a remark I have never forgotten.
“Aaron,” he said candidly, “I don’t think you will succeed as a media entrepreneur because you do not know how to blackmail.”
The words were blunt, but not malicious.
He was not questioning my competence; he was acknowledging my disposition. He understood the ethical undercurrents that sometimes flow within the media space. In his direct way, he was affirming that I lacked the appetite for coercive tactics.
And he was right.
If success required manipulation or intimidation, I would rather forgo that version of success.
For personal reasons, I did not accept his offer. Yet there was no resentment—no cooling of the relationship. Our professional engagement continued unaltered. That maturity spoke volumes.
Years later, when I approached him for financial assistance towards helping to supplement the school fees of my two daughters who were studying in the US, he responded without hesitation. There was no grudging recollection of a declined offer. No transactional balancing of accounts. Just prompt generosity.
Mr Tim Akano would also attest to this largeness of heart. In a recent account, he narrated how Stan Ekeh helped him secure N500 million to keep his company—also a player in the digital ecosystem—afloat during a critical period. He testified: The reason behind the rise and rise of Leo Stan Ekeh (LSE) has to do partly because of his massive generosity, most of them are done silently. Yes, LSE is a shrewd businessman, but he has a heart of a butterfly”
Such moments reveal character more clearly than public speeches ever can.
In 2022, when I launched an industry book and invited him, he was unable to attend. I understood. Yet two years later, I received an unexpected call from his office requesting four copies for his personal presentation.
He remembered.
That simple gesture spoke of intentional support. Memory, in leadership, is a form of honour.
Over the years, I have also received unsolicited gestures of encouragement—solar inverters, computers—expressions not merely of corporate branding, but of relationship.
Perhaps one of the clearest demonstrations of his appreciation for ICT journalism occurred recently.
For three days, the Zinox Group hosted and trained ICT media entrepreneurs and online publishers on optimising social media platforms and digital tools to grow sustainable businesses. The intensive programme, attended by over 20 participants, was declared open by Dr Leo Stan Ekeh, Chairman of Zinox Group.
He described the initiative as a gesture of appreciation—a way of giving back to the ICT media for its pivotal role in advancing Nigeria’s digital ecosystem, including the growth of Zinox itself. He expressed a sincere desire to see ICT media practitioners improve, scale their business trajectory, and maximise profitability.
Even today, he ensures that several ICT online platforms receive regular advertising support—often unsolicited. It is a gesture rooted in trust and respect.
I do not know many private ICT entrepreneurs who extend this level of consistent support to journalists. Leo Stan Ekeh is among the few who maintain regular interaction with the ICT media community. Many of us know him beyond boardrooms—both in Lagos and in Imo. That is the depth of partnership he has forged.
After four decades of observing entrepreneurs rise and fall, I have learned that true industry leaders are not measured solely by market share, corporate expansion, or brand dominance.
They are measured by how they treat institutions and individuals along the way.
Leo Stan Ekeh understands ecosystems. He understands that industries thrive on trust. He understands that media, entrepreneurs, regulators, and innovators are interconnected pillars of the same structure.
From my vantage point as a reporter who has watched Nigeria’s ICT story unfold from its infancy, I can say this: beyond the corporate titles and public recognitions, Leo Stan Ekeh has consistently shown respect for the role of journalism in nation-building.
At seventy, that quiet consistency may well be one of the most enduring elements of his legacy.
Stan Ekeh exemplifies the Christian virtue of personal discipline in both his private and professional life. He abstains from alcohol, as he once declared, reflecting a commitment to moderation and self-control. He is also deeply devoted to his family — his wife and children — whom he carries along as an integral part of his business journey, in keeping with the biblical ideal of faithful stewardship of the home.
And from one who has watched that journey closely, I consider it worthy of honour.
