NTA appointment fiasco: A public reversal and professional fallout

By Anthony Dara

The Nigerian Television Authority (NTA) found itself in the centre of a dizzying public spectacle this week as the presidential appointment of its new management team was abruptly reversed, leaving the network in a state of administrative flux.
The whirlwind decision, coming just a month after the initial announcement, saw Rotimi Pedro and Stella Din – originally named Director-General and Executive Director of News, respectively – removed from their posts before they could fully settle in. The shocking reversal not only reinstated the previously serving team of Salihu Abdullahi Dembos and Ayo Adewuyi but also cast a shadow over the professional futures of those whose appointments were so quickly undone.
A source close to the matter described the situation as “a public humiliation,” noting that the incident has raised concerns about the internal processes and vetting procedures within the Presidency itself. For Pedro, Din, and others affected, the brief taste of leadership has now turned into a public setback, leaving them to navigate a professional landscape where their reputations have been unexpectedly tarnished.
In a global media landscape defined by innovation and market agility, NTA’s future hinges less on political patronage and more on intentional, professional management that can unlock its vast, untapped commercial potential. For decades, NTA has been the quintessential public broadcaster, a powerful tool for nation-building and a repository of our collective memory.
Iconic programmes like The Village Headmaster and Cock Crow at Dawn are not just shows; they are threads in the fabric of Nigeria’s cultural identity. But this rich legacy hasbeen sustained by a financial model heavily reliant on federal funding, with government allocations accountingfor the bulk of its revenue.
This fiscal dependency is not merely a budgetary issue; it compromises the network’s editorial independence and operational autonomy, reinforcing the perception of NTA as a state mouthpiece rather than a public service trusted by all.
The time for change is long overdue. A new management (thinking) team, if it is to succeed, must understand that NTA is more than a broadcaster; it is an undervalued media conglomerate waiting to be professionally managed. This is not about a simple commercial facelift; it is about a full-scale commercial transformation built on three strategic pillars.
First, NTA must systematically monetise its immense intellectual property. Its decades-old archives, a treasure trove of historical and cultural content, are an untapped goldmine. By digitising and licensing this content to local and international streaming platforms, documentary filmmakers, and educational institutions, NTA can create a sustainable, multi-layered revenue model that generates income from a single asset again and again.
This approach has already been validated by the successful revival of The Village Headmaster through a partnership with a private production company. This is the very model the BBC used to build its commercial arm, BBC Studios, into a global content powerhouse.
Second, NTA’s nationwide infrastructure must be viewed not as a liability, but as a strategic asset. With an unrivalled physical footprint of 101 stations and broadcasting towers across the country, NTA possesses a network that is unparalleled in Africa. This extensive infrastructure is perfectly positioned to serve Nigeria’s booming telecommunications sector, which is projected to grow from over $10 billion in 2024 to over $17 billion by 2034.
By entering into long-term master lease agreements to rent its towers to telecom operators for their 4G and 5G network expansion, NTA can secure a foundation of stable, predictable passive income for the next decade.
Furthermore, its recently upgraded studios, featuring modern equipment and reliable solar power systems, can be rented to independent filmmakers and production companies. This not only generates revenue but also positions NTA as a key player in the creative industry.
Finally, the organisation must embrace a data-driven digital transformation to capture a share of Nigeria’s young, digitally savvy market. The Nigerian internet advertising market is projected to more than double in value from $519 million in 2023 to $1.06 billion by 2028. By launching a hybrid streaming platform that offers a mix of free public service content and a “VIP club” model for exclusive, premium programming, NTA can tap into this explosive growth. This strategy allows it to sell high-value video ad inventory, which is the fastest growing digital ad category in Nigeria, offering a transparent and data-driven alternative to outdated, inefficient advertising models.
The financial case for this transformation is compelling. A conservative estimate suggests that by systematically implementing these strategies, NTA could generate an annual revenue of between $25 million and $40 million, a trajectory that would finally free it from fiscal dependence on the state.
But this vision cannot be realised by political appointees alone. It demands a management team with a deep understanding of media economics, technology, and business strategy. While a politically affiliated chairman may bring influence, true transformation requires leaders who can navigate the complexities of content licensing, secure telecom partnerships, and build a modern digital ecosystem.
The NTA is not a political football; it is a vital national asset. Its successful commercialisation would not only secure its financial future but also empower it to fulfil its public mandate with true independence. The choice for the new management is clear: to merely serve a political administration or to intentionally and professionally build a world-class institution that serves a nation.
Ultimately, the recent leadership turmoil at the NTA underscores a fundamental truth: the organisation’s future hinges not on political maneuvering but on the deliberate, professional implementation of a strategic commercial vision.
By monetising its vast intellectual property, leveraging its nationwide infrastructure, and embracing a data-driven digital transformation, the NTA can finally achieve true financial autonomy and professional independence. This path offers a clear alternative to a cycle of political appointments, allowing the broadcaster to evolve from a state mouthpiece into a self-sustaining, world-class institution that serves its nation with integrity and innovation.