On a Tuesday night last week, while I was sitting outside my house taking in the peace and quiet, my phone rang. When I looked at its screen, I saw Shehu Adamu, who was the first government-appointed media officer of Kano Pillars Football Club and the News and Current Affairs Manager of the Nigeria Television Authority (NTA) in Kano. He ran from 2005 to 2010.
Adamu is a distinguished and passionate member of the Kano Chapter of the Sports Writers Association of Nigeria (SWAN) and a former member of the Kano State Football Association (KSFA). He was also a onetime Board member of the Kano Pillars Football Club in 2012.
Shehu Adamu voluntarily resigned from his position as Media Officer at Kano Pillars to further his career at the then newly established Nigeria Television Authority (NTA) International,
Indeed, it is Shehu Adamu’s dedication, determination, and passion for excellence—no matter where he finds himself or what task he undertakes—that make me hold him in such high regard.
When he was working as the Media Officer at Kano Pillars, I truly commended him for his outstanding and committed work ethic.
Everyone around him, both now and in the past, has been inspired by his dedication to duty, professionalism, and enthusiasm for perfection.
Shehu Adamu constantly goes above and beyond expectations, in my opinion, making sure that every assignment is completed with accuracy, effectiveness, and honesty.
Colleagues, as well as the people and organization he serves, appreciate and admire him for his exceptional leadership abilities and ability to uphold high standards in all of his responsibilities.
His unique blend of inventiveness, dedication, and humility makes him a valuable member of his organization and an inspiration to others.
His exceptional work ethic and unrelenting dedication have undoubtedly played a significant role in the development and success of NTA today as well as Kano Pillars back then.
His deeds reveal a strong sense of accountability and sincere dedication to the welfare of society.
He genuinely deserves all the accolades for the excellent way he carries out his responsibilities and encourages those around him.
I have a lot of respect for Adamu for that and many other reasons. He only does what he knows and thinks is right, both for himself and for the larger good, in contrast to some of our colleagues who want positions even when they have little to give.
During his time as Kano Pillars’ media officer, several of us profited greatly because we frequently travelled with the club, both inside and outside of Nigeria.
When I ask Adamu for his thoughts on my Vox-Pop page, he is one of the few people who has never failed me since he not only responds quickly but also takes the time to thoroughly think about and text his thoughts.
I promptly grabbed my phone and replied, and we exchanged pleasantries before wishing one another success in our individual pursuits.
After telling me what he had placed in my box, Shehu Adamu encouraged me to read it, review it, and post it on my website if I thought it was good enough.
I was happy to do so, but with the caveat that it had to wait until the following day because I was at home then and without my system.
Unfortunately or luckily, before I could fulfil my obligation, the same content had already been published by other media outlets by Wednesday morning.
As a result, I changed my approach and chose to publish the material in my Monday column rather than the manner others did.
Adamu began by introducing the Kano Pillars Football Club, popularly known as Sai Masu Gida, a team that was once a dominant force in Nigerian football but is currently having difficulty regaining its footing on and off the field.
He went on to say that the team, which was once adored by fans and hated by rivals, has recently performed poorly in the Nigeria Premier Football League (NPFL), disappointing followers and leaving analysts baffled as to what went wrong.
He asserts that while players and coaches are usually the targets of criticism, a closer look reveals that the government’s inadequate oversight, erratic funding, and lack of a formal structure in the club’s management bear a significant amount of the blame.
POLITICS OVER PROFESSIONALISM: According to Shehu Adamu, political loyalty has often been used to fill key positions, from the boardroom to the technical bench, rather than credentials or prior experience in sports management, meaning that Kano Pillars has been operated more like a government agency than a professional football team for many years.
He claims that this politicization has stifled creativity and responsibility, keeping the team mired in a never-ending cycle of mediocrity.
Subsequent governments have prioritized short-term successes, usually synchronized with political goals, over long-term development plans, neglecting crucial sectors such as youth development, infrastructure, and scouting.
FUNDING WITHOUT STRATEGY: The state government invests a substantial amount of money in the squad each season, yet the team’s on-field performance betrays a lack of management and waste.
There is still very little or no public accounting for the allocation of funds, whether it be for training facilities, player welfare, or logistics.
Adamu added that Kano Pillars continues to rely primarily on government funds, which is an antiquated and unsustainable strategy in the current football environment, whereas many NPFL clubs are shifting toward private sponsorships and business partnerships.
NEGLECT OF GRASSROOTS DEVELOPMENT: Adamu further claims that Kano once had one of Nigeria’s most active football cultures, producing players who went on to play for their country abroad. Today, that heritage is vanishing quickly.
The club has made little to no investment in local academies, feeder teams, or community leagues, which has prevented it from building a steady pool of domestic players who understand its culture and identity.
Rather, the squad relies largely on players who are either on loan from their agency or regularly use player rotations and last-minute acquisitions, which weakens the team’s cohesiveness.
INFRASTRUCTURE AND MOTIVATION GAPS: The team’s home field, Sani Abacha Stadium, still urgently needs renovations in terms of lighting, seating, medical facilities, and pitch condition, Shehu Adamu continued. Inconsistent bonuses and and other allowances have continued to have an effect on players’ morale and performance.
In today’s competitive football environment, motivation requires more than just desire; it also requires professional attention, incentives, and a sense of belonging.
THE WAY FORWARD: Shehu Adamu then enumerated the requirements that must be met in order for Kano Pillars to reclaim its previous glory: the state government must re-evaluate its position and shift from direct control to regulatory and facilitative monitoring.
A professional management board that is free from political meddling and directed by a well-defined business plan is necessary for the club.
Accountability and financial stability could be introduced by promoting corporate sponsorships, fan-based ownership structures, and public-private partnerships.
Long-term viability will also be ensured by increased funding for grassroots football and youth academies.
Above all, the government must realize that football is not only a political instrument but a business that relies on professionalism, planning, and consistent support.
Kano Pillars may still have difficulties until then, not because of a lack of talent but rather because of a lack of leadership that has reduced a once-proud football powerhouse to a ghost of its former glory.
Shehu Adamu’s article makes it clear that he is grieving and extremely unhappy with the current status of Kano Pillars.
For this reason, I have joined him in urging the state government to act immediately to bring the team back from its current state of collapse, as have other ardent supporters and fans.
As he rightly noted, Kano Pillars Football Club evokes strong emotions—many rival teams view them with unease, whether playing at home or away, while countless others deeply admire and support them.
No one is pleased with the current state of the Sai Masu Gida, and to restore Kano Pillars to its former glory, the state government must urgently embrace a more professional and sustainable management approach.
The first and most crucial step is to reform the club’s governance structure. Instead of functioning as a political extension, Kano Pillars should be managed by an independent board comprising seasoned professionals in sports administration, finance, and marketing.
The club should be registered as a semi-autonomous corporate entity under a Public–Private Partnership (PPP) model, enabling shared ownership among the state government, private investors, and fans.
This structure will significantly minimize political interference while fostering transparency, accountability, and innovation.
Annual independent financial audits and public disclosures should be made mandatory to enhance transparency, build public trust, and attract investors and sponsors. Ensuring financial sustainability must also remain a key priority.
Kano Pillars should adopt a clear and modern business model that diversifies its revenue streams beyond government funding. The club can generate additional income through merchandising, ticket sales, digital media platforms, and strategic corporate partnerships.
Local businesses should be motivated to invest in the club through sponsorship and branding opportunities, backed by government incentives such as tax rebates.
Establishing a dedicated Football Development Fund, jointly managed by the club, the state government, and corporate partners, will provide sustainable financing for youth development programs, infrastructure improvements, and player welfare initiatives.
Revitalizing grassroots football is equally crucial. Re-establishing the Kano Pillars Football Academy, with satellite centers across the senatorial zones, will create a consistent pipeline for discovering and developing local talent.
Partnerships with schools, private academies, and community leagues should be strengthened to organize annual youth championships across various age categories, ensuring early talent identification and development.
The club should also introduce a “Kano Homegrown Player Quota”, dedicating a portion of the senior team to players trained within the state. This will preserve the club’s cultural identity and ensure long-term continuity.
Infrastructure development must be treated as a top priority. The Sani Abacha Stadium should be transformed into a modern, multi-purpose facility featuring an improved playing surface, upgraded medical and lighting systems, and enhanced fan amenities.
Creating a dedicated training complex equipped with hostels, classrooms, and administrative offices will further elevate the club’s professionalism and player development.
To ensure long-term maintenance and sustainability, the club should consider securing naming rights and sponsorship deals for various sections or facilities within the stadium.
Players’ welfare is fundamental to sustained performance; therefore, a standardized salary and contract system, consistent with national and international football regulations, should be established and implemented.
Additionally, a comprehensive player welfare and career transition program should be introduced to offer education, insurance, and post-retirement support.
The introduction of performance-based incentives will further motivate players and strengthen their dedication both on and off the pitch.
Branding and fan engagement are essential to rebuilding pride and loyalty. The club should revamp its media operations by reestablishing the communications department, staffed with skilled professionals responsible for public relations, digital content creation, and fan engagement.
A well-structured fan membership program will not only strengthen community engagement but also create new revenue streams through membership dues and merchandise sales.Furthermore, enhancing collaborations with broadcasters and digital platforms will boost the club’s visibility and make it more attractive to potential sponsors.
In addition, the state government should adopt the role of a facilitator rather than a controller, focusing on the establishment of a comprehensive Sports Development Policy Framework to guide club management, youth development, and private-sector participation throughout Kano State.
Establishing a Kano Football Stakeholders Council that brings together former players, administrators, and business leaders will foster collaboration and ensure consistent policy direction.
Furthermore, forming strategic partnerships with international football institutions, embassies, and NGOs will support technical training, exchange programs, and scholarship opportunities for promising young talents.
To enable the management to carry out their responsibilities effectively and with stability, I also urge the government to approve and release the club’s annual budget in full, rather than in weekly instalments.
By taking this step, the management will be able to focus more on achieving better results for the team while eliminating unnecessary distractions.
The weekly cash meal allowance currently given to the players is neither ideal nor a standard practice among clubs in the federation; therefore, it should be discontinued immediately.If effectively implemented, these measures will reposition Kano Pillars as a truly professional, financially sustainable, and community-oriented football club.
They will also restore Kano’s status as a cradle of football talent and a benchmark of sporting excellence in Nigeria—demonstrating that with sound leadership, strategic planning, and transparency, the glory of Sai Masu Gida can indeed be revived.
