The clock had ticked past 11 PM, and the author was finally heading home after a long day poring over government performance data. Just as he was preparing for bed, his phone rang. It was Boss Mustapha, the Secretary to the Government of the Federation at the time, calling late into the night. Something critical needed his attention, a decision had to be made, and the resulting document had to be ready for President Muhammadu Buhari by morning. The author returned to the office, and they worked until the early hours, ensuring clarity and thoroughness before the document reached the President.
This late-night urgency, this dedication to getting things right, is what former colleague Umaru J Abu highlights as central to understanding Boss Mustapha, especially as he celebrates his 70th birthday on September 5, 2026. For nearly six years, Abu worked closely with Mustapha, providing technical support through the UK Government's Foreign, Commonwealth and Development Office. This vantage point offered Abu a unique insight into the man driving the machinery of government, beyond the public record.
Mustapha, affectionately known by many as simply 'Boss', was, by all accounts, a workaholic. Midnight closings weren't uncommon. Files were scrutinised, briefs interrogated, and assumptions challenged. Decisions weren't made lightly. The demands of the Secretary to the Government of the Federation (SGF) office are immense, yet Mustapha's appetite for the work seemed even larger, according to Abu.
The SGF role itself is a tricky balancing act within Nigeria's government structure. The person in charge needs to understand administration without getting bogged down in bureaucracy, grasp politics without becoming overly partisan, and focus on policy while never forgetting implementation. They must wield power but always remember it's a public trust.
Mustapha, it seems, navigated these choppy waters with skill. He was described as a politician who spoke the language of the public service and a public servant who understood the realities of politics. He knew when to build consensus, when to push against bureaucratic hurdles, when political wisdom was needed, and, crucially, when the evidence itself should guide the decision. This blend of skills was particularly vital when working to establish a structured performance management system for the central government during that administration.
This ambitious project, supported by the UK's FCDO through its PERL Governance Programme, was far from glamorous. It involved painstaking negotiations across various ministries and agencies, agreeing on what metrics to track, and distinguishing real results from mere activity. Perhaps the hardest part, Abu notes, was the discipline required to confront uncomfortable evidence. Mustapha, however, created the leadership space necessary for this critical work to take root.
Working alongside Mustapha was, for Abu, an unparalleled education in the inner workings of top-level governance. He witnessed firsthand how decisions are shaped long before they become public announcements, how competing institutional interests are reconciled, and how seemingly simple policy choices become complex when faced with political, administrative, and fiscal realities. He learned that significant decisions often hinge on hours of unseen effort.
Abu specifically points to Mustapha's discipline and meticulous attention to detail as key learning points. He also observed how Mustapha managed difficult personalities and competing interests. The lesson that proximity to power should deepen one's sense of responsibility, not inflate one's ego, was clearly absorbed. Ultimately, Abu concludes, competence alone isn't enough at the highest levels of government; character is equally, if not more, important.
And for those trying to fully understand Boss Mustapha, his faith is presented as absolutely central. It isn't just a part of his public persona; it's deeply ingrained in who he is. He's not just a Christian by name, but a preacher and someone whose faith guides his actions, influencing his approach to public service and his interactions with the world.