 All right, thanks for staying with us now. The growing competition in the global market, the need for innovation, and the desire to retain top talents are priority for any company that is interested in scaling their business. Companies need to hone employees' talent to stay competitive in the ever-changing business landscape. And by investing in employee development, companies can ensure that their employees have the skills and knowledge they need to succeed in the future. Now, this can lead to increased productivity, innovation, and customer satisfaction. These days, some companies in Nigeria are increasingly paying attention to honing employees' talent. They do this by providing formal training programs, creating opportunities on the job, learning, encouraging employees to take professional development courses, creating a culture of learning and development, and pairing employees with mentors. Now, so today we are asking, with respect to higher learning, how can companies or businesses or employees start to hone their employees' talent? Now, please, let's hear what you have to say. Remember, you can join the conversation, send us an SMS or WhatsApp to 08-1-803-4663. You can also tweet others at Weishu-Afka-1 with the hashtag Weishu. All right, so, can X also, if not tweets, if not that tweets. I was just gonna ask you guys two seconds, right? Your thoughts on... Let me come to Jennifer, because you know B925. Let me go to Jennifer. So how do you feel as an employee, right? When your employers are very deliberate or intentional about taking you for training courses, like paying for... I've seen employees, like employers pay for MBAs, for their staff and all of that. How does that make you feel? Do you feel like you do better in that company or you're just waiting to learn and just running? Because a lot of employers are afraid of that. Yeah, I actually really appreciated, right? When I see companies who don't take out time to allocate resources to train their employees, I'm very skeptical about them, right? The previous company where I was working, I worked in an enterprise. And if there is anything that I would say about that company is the fact that what you would learn on the job in the space of one year, people who have 10 years experience can't even be on the same level as you, right? Because every two weeks, you're learning something. If a month goes by and you haven't gotten a new certificate or you haven't learned something, then it's from you. Because there is always something to learn. They are always calling you for trainings. There's training today. There's training for the next two weeks. There's training. There's no break. You have to learn because they want all the employees to be equipped because there's project every month. There's project every month. So you have to deliver. You have to deliver. And if you get to a point where you can't deliver, yeah, you're going to be let go definitely. I won't say, oh, because it seems as though you kind of disregarded entertainment field. Wait, I was coming back to you now. That's why you're not 9 to 5. I'm not saying do not try. I have brought myself back. I was coming back to you, right? So now the thing is, in the field of my entertainment, you also invest in people. For instance, I know that Moabudu has raised a lot of people, you know, and some of them, Burnley Austin-Peters, too. Kumiya Falayans, anything. Yes, Kumiya, a lot of them are investing in people. And the reality is the people that you raise will not always be there with you. Like, they give them some graduate from their film school and they tell them, OK, you be the producer for this major, just throw them out in the field there and they'll learn on the job. But at the end of the day, some of the people that they have trained have also left to either start their own or go on and join people that will pay them more. So, yeah. So I was coming back to you, don't worry. I helped you, I helped you. We are in the same field. I hope you forget that I'm still in the Indian entertainment industry. So I remember watching a video where Kadibi said something. She said that, and this is where I really love the conversation we're having today because again, I started a course. I will expose myself on national TV. We will go there. But I remember Kadibi saying something around that no matter what you want to study on Earth today, whatever you have studied, make sure there's a business attached to the course. If it is engineering, add business maybe as a minor. If it is whatever, just add it, you understand. Because now she's now beginning to see that she has so much money, but she has zero knowledge when it comes to business money. And this is where I think that entertainers, right? Because sometimes when people say go and get an MBA, they don't think that it's important. But the truth is, if you understand that what you are as a person, as an entertainer, you are a business. So if you begin to treat yourself as a business, it's going to be different from somebody that just treated as if I'm passionate about this. So I get you. So even if maybe there's no formal person you work under, you are your own boss or whatever, you still need to be. That's why now most entertainers are going under management. And you see most management companies are also attaching these programs, these trainings to their package for their talent so that they can get them. Because you will sit at negotiation tables. What will you be discussing? You really must have the skill and the knowledge we will to have to hold those kind of strong negotiations. All right, so on that note, let me bring in our guests. Miss Obama Ine is the dynamic country director for Nexford University in Nigeria. She has over 14 years of experience solving business problems across several industries, including higher education, financial services, capital market, and oil and gas. Her expertise includes visioning, corporate strategy, metric setting, and program delivery. Oji, otherwise, no, served as the Director of Project Management Office of the Nigerian University of Technology and Management, where she led the project team to launch and grow the startup university for over three and a half years. And we're very glad to have her in studio with us this evening to discuss education. Thank you so much, Oji, for joining us this evening. Thank you. So I heard you just, rather I saw you with my side eye, just nodding when we're talking, right? The conversation is around higher learning and we're speaking to employees, right? How do we get employees to bring out the ultimate best? But before we go to that level, I just wanted you to quickly pick on maybe a few challenges, because somebody will look at this topic and say, I bet it does not apply to me. But I know that there are so many gaps that we've seen in so many companies that some are smart enough now to realize that, no, this thing, we need to solve the problem and this is the way to solve the problem and they are contacting people like you to say, please, what courses do you have available to be able to train my people to get them better? Most schools are doing it now. It's really the most universities, right? They're doing it. They're creating short, short programs to ensure that they're able to bridge that gap. I mean, in your experience in the educational sector, what do you think those challenges are in the educational sector that would require that after I've gotten an ESC or something, I need to see it go back again and say, let me go and get some level of higher learning from institutions so that I get better at my job. Thank you very much, Uwa. I mean, when you start talking about challenges, I'm sure we can be here for many hours. But let's just start with the structure through which these employees you're talking about, you know, where they've come through and that structure for the last decades, right? We're talking about a structure that has been fundamentally underfunded and without funding, it means you cannot maintain the learning environment. Without funding, it means you cannot hire the best faculty to deliver some of these learnings. In terms of the technology and the learning tools, whether that be software to deliver a certain technical training, again, funding. So fundamentally, funding has really held higher learning back and it's been doing that for decades. So when somebody then comes through that structure that it's limited in terms of who is teaching, in terms of the curricula, right? And, you know, its ability to have kept up with the changes that are going on in terms of tools, you can begin to understand how the gap is then created between who's come out of the university and what businesses who are moving a million miles an hour and technology is changing every day. You can really see how that gap is then created, you know? And that's just on the side of the supply, right? Well, we now look at organizations on their own end that struggle to even adjust to the generational shifts that we're seeing, right? So if your organization, at least for the larger ones, for the older ones, is set up to look after a different generation. So in terms of how you remunerate, right? In terms of what you think motivates a person. You just need to take people from two different generations, you know, this current generation and the generation before and what, you know, the patience, what keeps them motivated, you know? The person from my generation might want, might enjoy seeing something for long and seeing it through. And then there's someone from a different generation who, let's say, short, snappy, and so organizations even being prepared to make that shift, to adjust to the current, to the changes in terms of generation is also a challenge in terms of that mismatch. Awesome. Jennifer? Hmm. You're a generation. Even want to stay for the longer. So someone like me, right? When it comes to learning, I like it very short and precise, right? And I realize that when it comes to harnessing my skills, I like hands-on experience, right? And I also know that, like you said, expenses, funding, when it comes to hands-on experience, it's a lot more expensive to do that for most companies. It also depends on the industry that you're working with. But then when you have a company, I mean, what would be your expect advice, right? For companies who are probably working with or who have employees like me, who want hands-on experience? How do they navigate a situation like that? There are several strategies to apply after you accept the reality, right, in terms of what's going on, in terms of the demographic in your organization, right? One of the key things you can start to do is structure your work in a way that is kind of project-based, because then that would appeal to somebody like you, for example, who want to do things short and sweet. So you get, right, and having people just work on the same thing for a long period of time that may have been okay in the past, now you might need to structure work in a way that is kind of project-based, so that you can start and finish, and then you've moved on to something else. So the excitement of knowing that, okay, I also finished this, and I'm gonna start something else, keeps you motivated. So that's one thing that companies could do to keep the person like you's attention. And of course, like I mentioned before, about remuneration, right? So this idea of rewards waiting to the end of the year for a person like you, that may not apply. So the same thing that gets you to want to do things in short bust, and you also want the rewards in short bust. So there might be a world where you can then adjust how you remunerate, right? So that thing you do and keep all the way to the end of the year is there a way where you do this much more frequent performance reviews and let the rewards accompany short bust as well. So those are some of the strategies that companies could apply. So that makes sense, right? I mean, if you remember at the beginning of when it was brought in the topic, she had mentioned how smaller businesses are really, really at a disadvantage when it comes to training your employees because some of these employees after they are trained a month or two months, they're gone, right? And people are very skeptical. What if I train? I mean, if you have just five employees, I train all five of them and before the end of the year, three of them are gone, right? But then we also know that it is important for you to train your employees. So how do people or how do companies find the balance? How do they find balance, right? Between should I train or should I not train? I think the jury is still out on that. So I think companies are still trying to answer that question. But while they are trying to answer the question to who has points. So if you don't train them and they stay, that's a much more expensive bet, right? So I don't think that any company has fully figured out, you know, how to ensure they don't leave. So I think for now it's a reality that all companies are leaving way to say, I'm gonna train and I'm gonna lose some. But it's much more expensive that I don't train and then they stay in my business, right? So I think that's really the priority for companies at the moment to say, how do I ensure that everyone that I do have while they are with me is creating value and definitely not destroying value, right? Interesting. Okay, so for me, I would like to look at it from like prioritization, right? So a lot of times in church, for instance, you will see people come up to give testimonies, oh, they've been sending other people to training and they never sent me to training and now it's finally my turn and they sent me to training. So in the workspace there is always this, it's like a beef or something about, oh, why did they send you ahead of me for your training as though? So my question is how do you handle prioritization of employers' needs? Yeah, who to send per time, exactly. If we're gonna speak to a company now, who would you say your recommendation should be? Other priority in terms of recommending who to go for the kind of like the courses you offer? Okay. First of all, you are talking to a couple of strategists. So everything, a person like me does comes from the heart of what is the strategy that we're pursuing, right? And we've talked about how you wanna know, no matter what the commentator's strategy is, go and look at their income statement, what they spend money on does their strategy. So when you don't have a strategy on how to realize your goals, the priorities will be clear and your training will reflect that, right? It's the only thing that makes sense. So your strategy will naturally prioritize those initiatives that are going to drive the most growth or give you the most income or whatever other strategic objective that you have. So once that is the case, that dictates who gets trained. And when I say dictates who gets trained, it dictates who gets trained in the context of the skills that exist. I mean, I'm not training for the sake of training. You are training because you've taken a strategy, you've looked at the resources you have, you've looked at the gaps and you're simply using the training to close gaps or to continuously develop. So in this issue of training, it also depends is this a continuous development issue? Is this a gap that I have in my organization that I'm trying to close? So again, for me, strategy dictates your priorities. So it's never really an emotional decision like a lot of people do. I do not think that any business leader makes that decision, at least not in the private sector, makes that decision on emotions. It is driven by business needs, strategic objectives, and yeah. All right, so let's go on a very short break. I have, we want to delve very quickly into this conversation. Stay with us for a while. All right, thanks for staying with us. Now, if you're just tuning in, we're having a very interesting conversation, right? And we are discussing the issue around how employees can begin to hone the talent of the employers, right? How do you start to invest in the employer through higher learning? And we have with us, Oji. She's the country director, right? I believe? For Nexford University. And she's live with us in the studio. Now, please ask her what you have to remember. You can join the conversation. Send us an SMS or WhatsApp to 08-1803-4663. So I was gonna say that, okay, so I want to go back to Nexford University. Let me mention their name. So I started the course. I've done the pre-something because I don't have the business background. I was supposed to start my MBA and I went on the course. Online learning is not a joke. You know, sometimes when people hear online learning, they think that it's something that is just a walk in the park. But the programs you guys offer is quite intense. In fact, my sister just graduated. So she told me, literally, I try to peek into what she's doing. It's completely nowhere near what I did. So I'm now wondering, even in the space of like a year, that's the speed at which everything is changing, right? It gives me some kind of peace that whatever I did that I'm learning, I know that it's gonna be relevant for a very long time. So that's one hand. But you don't hear companies like Facebook telling you that they don't need degrees anymore. They don't need certifications anymore, right? A lot of companies are now focusing on soft skills and all of that, right? So for someone that offers those kinds of sophisticated kind of learning, right? How do you balance that? You know, I mean, from a strategist point of view, let me even go to your field very well. How do you balance it that, you know, some companies are saying they don't need degrees anymore. While some companies are just, you know, they're just indifferent. And the pace at which even the degrees that you learned maybe two years ago, if you go back to learning it again, completely far from where what you did two years ago, there's just something changing. It's evergreen and it's on a fast pace. So how do you manage some of these, what I call them challenges or so, that comes with learning as, you know, whatever. Time flies. Yeah, as the time is moving. How do you balance that? Okay, and I'm glad you mentioned Oxford University. So for us, right, and one of our fundamental beliefs is the issue of that education is no longer that thing that is about stage of life. I'll do secondary school, I'll do uni, I'll graduate, I'll marry, I will never go to school again, I will not retire. And that, you know. I'll work on that. I will not retire. So we don't see learning like that anymore. We, in fact, half of the reason the experience when actually the way it is, is that we want you to relearn how to learn, right? And see learning as a lifelong journey, right? It's just not practical for it to be a start and stop issue. It's just a journey. So that's one thing on the learning part. On the, and it's both ways actually. So you as well, the student who is now a lifelong student is the same mindset, right? So we, in terms of an institution like ours, our job is to continuously refresh that content. And sometimes it's not that the content has changed, per se, it's the application of it, right? And it's bringing what has, exactly, it's bringing this thing that you've learned before and teaching you how to apply it in the scenarios that are coming up. So that's our job. But for you, the learner, it's that, it's having that mindset that learning is now a lifelong journey. And intentionally saying, I'll be back, you know? I'll be back. It's just gonna be another year, a couple of years, three years, five years, I'll be back. And then our job is to be waiting for you with those scenarios to, you know, to teach you to apply. So it has no one size fits all. And then in terms of companies as well, just like strategy, I mean, it's different. It's, there are different organizations within public sectors, there are different types of public sector companies within private sector, different types. So different people are gonna have different needs. There is no silver bullet on how to get people ready to work in, I mean, when you have conversations about with manufacturing companies and how they have to train their people, it's a completely different conversation to education and how they have to train their people. So it's just the reality. So speaking to what I said around Facebook, right? As an example, do you see us gravitating to a kind of educational or higher learning structure where, so for instance, I'm in the media space, I really don't need certain kinds of knowledge that universities like yours will begin to profite a lot of learning for people just specific to the needs of those people. Do you understand? Do you see that as a much more effective style of learning that will bring a lot more impact, you know, based on the strategy that you talked about? Because if I really don't need a Jennifer, for instance, I don't need her organization, but I need a Sansi. But I need to give Sansi the right kind of, what's it called? Media or maybe business media mindset that will make sure that she's bringing value to my company. Do you get what I'm saying? Absolutely. So do you see us navigating the educational structure towards that level? We are already there. Oh, nice. So at our university, that is our mindset. So that's why I had to tell you about that fundamental belief about lifelong learning. So what does that look like in real life is what you just described. So if we believe that it's lifelong learning, the only way to do that is to allow learning to be modular. You don't learn what you need per time. But again, just like with all transformations, all transitions, things just don't go sharply from one way to another, right? In today's world, there is still a need for structured learning, which is what we refer to as degrees and things like that. So when a Facebook says, I don't need degrees, perhaps there's context around it. What skills or what roles were you referring to that you don't need degrees for? I doubt you would allow your chief executive to say you don't need a degree or no kind of formal management training. It would be difficult, but some skills and mindsets and ways of thinking would be missing. So again, all of these things are all contextual, right? There will still be roles that require that kind of structure, with everything. There's benefits, pros and cons. And there will be all these roles that still require structured formal training because there's a benefit that comes with that. There is a method to learning from that. There is a method to thinking in that regard. And then there are gonna be these other roles that you talked about where a formal structured degree is not necessary. But because we see learning as a lifelong journey, you will still require that modular approach where you're learning what you need per time. But over the course of a lifetime, they kind of stack up and then still become this larger body of knowledge that you have kind of over a lifetime. So let's talk about chat GPT. And the fact that artificial intelligence is taking the world by storm. And a lot of people are getting to embrace chat GPT because of the level of assistance it gives, right? So I would ask, do you consider that app a challenge to the structural courses that you offer in your institution? Because for instance, if I'm able to get knowledge of chat GPT, I can then operate it to handle almost everything, right? No, not really. Okay, well, let's hear you. Not really, I mean, all of these tools, they are enablers, right? They don't always come and replace something else. Sometimes they help, they just make it more efficient. I doubt through chat GPT, you're going to learn how to perform certain surgeries. Now, you can learn the thing that enables you to build the robots to do the surgery, but there are just some things that require, sometimes peer-to-peer learning that require a structured way of delivering that knowledge, right? Because when you are interacting with that knowledge for the first time, it's new to you. So there's something that comes when we talk about all this business is seasoned faculty and all of that. It means that they have over the years this same content delivered it to hundreds of people. They know how to get you to grasp the concept in a consistent way as well, right? I mean, we've talked about how dangerous people with half knowledge is. So that's what structured learning does. It makes sure that, okay, when we all leave this class, we all have relative, the same understanding. And when we go out there into the world, we will apply it in a similar way. So I am not saying you cannot, self-learning is here to stay. People can learn a whole discipline on YouTube. But you will find that even those people, they would, when they get the chance to get mentored by someone who is more experienced, they will tell you that, okay, I learned it, but that mentorship helped. That mentorship happens with your faculty sometimes. You just don't realize it's happening because they are filtering how you're learning that thing. They are pacing it, they are timing it, and you are building on top of it. You are sometimes practicalizing it after you've learned the theory. And all of those things, sometimes we take you for granted. So yes, you're right, the knowledge is there. It's like Google, it's there, but it's the manner in which you take it in and whether you are a professional at sieving through all of that information and then capturing the knowledge in the best way possible without perverting it and then applying it wrong and things like that. I don't see charity as a challenge. I think it's a very welcome tool, but it is just that, it's a tool. An enabler. It's an enabler. It's a tool to save us time. It's a tool to help us generate even better ideas. But once, it's like when we joke in Nigeria about copying and even when it happens to us. I want to put you in subject at the end of the book. I want to put you in subject at the end of the book. Like really, you guys, you can't replace. You can't replace thinking. You can't replace critical thinking. You can't replace application and you can't replace, charity won't just link itself straight into a scenario. To just give you facts, what it is. It's analyzing lots of data at incredible speed so you can have it, but you will still have to apply it to your scenario. If not, that's where the garbage is going to show. It's going to expose. So there is this other challenge I have with structural learning, which I mean, I guess it's a Nigerian thing because of like the system of education that we operate in Nigeria. It's kind of like, okay, let me do this and get the degree and then just submit the degree to show that, okay, you need a degree, here is the degree, you know. So I'm not quite sure how to frame that question, but I think that's the relevance of the degree, yeah. So I went through your website, right? Artificial Intelligence, that's what on the graduate degrees, Business Analytics, Digital Marketing, Digital Transformation Entrepreneurship, International Business, Product Management, Applied Chain Management, Applied Science and Business. I look at it, I say, hmm. So I know that kind of course is where you can see for the regular universities, right? Is it possible that these things are really deliberate, they're intentional? Because again, we all, we do product management, I mean, a product management online. So people are deliberately looking for these kinds of courses and the people that study these kind of courses are not the people that just want to pass. Just get a certificate for certificate sake. They already understand that the world is moving towards some of this discipline. And if I learn this, you know, I mean, now we learn with calculating the salary. We have looked at it and said, okay, do you know product managers? This is how much they earn. Stem research, this is how much they earn. Literally, so when I saw the courses, especially for the graduate ones that you offer, I said, these people are actually very, so is there a strategy to why these are the subject? Because these are the courses that naturally people just go online who say they want to go and study. So now you're making it a degree. So that someone just comes out and immediately, so to sans this question around certification, these are not the kind of courses that I just want to get a certificate, make a, they already make a pass, which is what we did when we were growing up and we're going to university, regular universities. So why is this? What strategy is behind this and why? Okay, so we'll go back to the network investigation, which is about that creating, you know, economic and social mobility for Nigerians, Africans, young people around the world. So if we are focused on creating that economic and social mobility, it means that whatever education we are delivering, it is important that that education immediately starts to earn, you know, income for the people that we are training. So for that to be the case, it means that we have to go into the workplace and we find out from them, what are your problems? What are your gaps? And those programs you're seeing are structured around the gaps we found in industry. They will design the programs accordingly and then we invite young people to say listen, are you after, you're looking, for you to be searching, you're clearly looking to develop yourself anyway. What we have now done is that should you have this interest, this passion, should you by yourself have even identified that companies are looking for this sort of skill set and these gaps exist, then what we have now done is really understood that gap and structured the learning in a way that from the day you graduate, that company can use you. It's important to, that's at the core of our strategy. Right? So that's the way it is. So the direct impact on the, yeah. Well, we don't exist for any other reason. We exist for that reason. We're looking for that reason. It's that we said, listen, the issue of access to high quality education is not something that is only for a small number of people who are millions in Nigeria, who are millions across the continent. How do we make this education kind of accessible so that more people, so yes, education is a passport. It's a passport to move across the ladder. So, but that passport does not need to be some guarded, you know, kind of ticket. So, you know, our mission is to make that as accessible as possible to as many people as possible. So that's why we design the programs in that way. Right. So one thing that I, I just wanted to bring it back home a little bit, right? to the employee side of things. I know that sometimes in some organizations, it's might be some form of maybe competition, right? Where people are really trying their best to climb up the ladder, right? And for some people, you know that you're getting more promotions or you're assigned more projects to work on because you have vast knowledge because you've gained more skills, you've had more experience. Now, how do employees position themselves to be picked to go for trainings, to be picked to be equipped by their organizations? It's quite a simple answer. A view. Make yourself relevant. Make yourself relevant. Nobody sees someone that can create value and looks away. When there's work, the work is plenty. So you need, if you can identify people, so if you can do the work and somehow your employers, your leadership cannot recognize it, it's on you. You've either not made sufficient sacrifices or you haven't demonstrated what you have or maybe you think you have it because if you have it, even great leaders put things in you that you don't even realize that you have. So really, it's about making yourself relevant. Anything that has to do with you progressing, it's on you. You have to do the work. You have to figure out what your strengths are. You have to figure out what the needs of your organization is and you have to figure out how do I make myself relevant to those needs of your organization. I mean, it's also even speaks to what Sanze said. Because now, if you now follow strategy based on Sanze's and the answer you gave to Sanze, if you've already positioned yourself as somebody that is relevant to the economy, you'll be the first on the list for that training. But someone says, hi, good evening. I know Oji from her previous work at NUTM. My question for her today is for some people who are self-employed, how is NextFord offering them, offer relevant to them? How are your offers relevant? For people who are self-employed like us. So, you know, NextFord, we have different programs. Like I said, you don't cater to one. You have a whole portfolio of clients or customers and they are all segmented. So they are the ones that an MBA is was relevant to them. There are others that are an undergraduate degree. Like I said, remember we're getting people, we want people to get educated in the manner where they can start working today. So if employers today still require, remember there are policies, years old policies that says, oh, we only hire people with a degree. We can't solve that problem now. So what we need to do is amuse with a degree, give you the skills. So we solve two things in that process. We amuse with the skills that we know the companies want. And if we know that many companies still require a degree, we go and get accreditation to enable to, so we're able to give you that degree. So we also do short courses and which is why we do our best to kind of work with companies. Right? I know he is our... Yes. For us that are like small companies that's hiring to become big companies, right? Because I know that you do a lot. Because I remember that how I got to hear about you guys was from a friend of ours, Alero. She was then with Sterling and all of that. I just kept, I said, I like this thing, it's interesting. And because I'm self-employed, the only course I could start was the MBA, right? But, and I know that the way the structure is, first of all, it's a monthly payment. It's quite flexible. So it's not something that is strenuous. And you did not only stop at that. There was a time you partnered with a telecom company to even give out data. So if data is your problem, if there's data to be able to study the cause. I mean, I saw all that package. So it just got me thinking that, I mean, I've been interested with you guys for a long time because I saw that this is like a breath of fresh air, this something. This will give a bit of, first of all, it gives flexibility. It gives also, it breaks down all that bureaucracy around education and the issue around getting an international certification that you have to travel, the cost and all of those things. You kind of, you guys kind of like, you know, broke that down and gave people, and the fact that you came to Nigeria because a lot of online courses that people do in Nigeria, they are not here, they don't have any presence here. They are actually there, you just do it and they send you your certification. But you guys actually saw that there's a lot of potential in Nigeria. I mean, in the African continent, you actually brought your machineries down to set up here. So it gave me that, that, okay, yes, that we are going somewhere with you. So what, we had to say they are shouting in my ear, we have one minute. But really, maybe we'll bring you back. Because we're here. We'll have to keep talking about this educational matter. But in one word, if you had something to say to anybody today that is really thinking about studying, you know, how would you tell the person to approach it? Mind set and see education as a lifelong journey. Absolutely. Just see it as a lifelong journey. And they're also relevant, also relevant, right? Do the work. Always try to assess your strengths against what you can see organizations want. And then come to people like us to army with it. And then just hit the ground running. Absolutely. Fanzi, quickly have a comment. Okay, well, yes. Good evening, my dear beautiful sisters of what are you saying, hashtag ways. Higher learning, how can companies own employees talent? There is not too much talk about this. My dear beautiful sister, Jennifer, made mention of someone achieving more and having more experience within a short time than a long time. She also said that someone that has achieved experience in one year may be better than someone who has used 10 years. That I agree. But all the same, there is still a learning process. Your beautiful guest made mention of someone going for a training and it is through that training, the person closes gaps and develops themselves. And that is very true. This is from Daniel Illo. Way's regular fan. Daniel, we summarize our conversation. Your entire life. You make a perfect company writer. Thank you so much, Rijie. I think you become a friend of the house and I'm hoping that we'll be able to have more conversations around this because this is actually very relevant and important for people. So if you're a small company like us, she has a package for you. So just find where you fit in. And I'm sure they'll be able to work around your number of employees. Thank you, Jennifer. Thank you, Sansi. Yeah. Wrap up, wrap up. We will wrap up. Before we go, I'm sure you follow us across all social media handles at Way's Africa. You can interact with us, further drop your comment and more importantly follow all our engagements on social media. Like, share, and invite your families and friends to watch and follow the conversation. If you missed our very important quote, here it is again. It says that the only worst, the only thing worse than training your employees is having them leave, the only thing worse than training your employees and having them leave is not training them and having them stay. You see that? It's dicey. It was very important. It's better you have them, you train them and they go. And then we put this in a pigeon name to show you understand the world. We'll see you guys tomorrow. At 8 p.m. us we bring another great conversation to your screen. Ciao.