In web 3 saying “I’m available” means nothing Here’s what practical credibility should look like 👍

At BlockFest 2026 @blockfestafrica , the vision behind CLONA @Clona_official is clear: making Web3 trading more accessible to everyone. 🚀 Our founder, @uchecrypt envisions a future where newcomers can learn from elite traders, track their strategies, and navigate the ecosystem.

Through faith we understand that the worlds were framed by word of God, so that things which are seen were not made of things which do appear’’

I asked NYSC Corp Members in Lagos, what GPT in ChatGPT means. They use it daily. #chatgpt #openai #artificialintelligence

Something I've learned recruiting in this space for years: The candidates who ask the hardest questions in interviews almost always make the best hires. They're not being difficult. They're being thorough. And that same rigour shows up when they're building your product, auditing your code, or managing your team. Smart founders welcome the hard questions. They know what it signals.

I got into Web3 recruiting because I genuinely believed in what was being built. I still do.

I ask every candidate the same question near the end of every call: "What would have to be true for this to be the best career decision you've ever made?" The answers tell me everything. About motivation. About risk appetite. About what they actually want versus what they think they're supposed to want. Best question in my toolkit. Steal it.

Even Dangote Sugar Refinery Plc is still dealing with “stop chewing company sugarcane” issues Let that sink in. At that scale… With that structure… With that brand power… People problems still exist. I genuinely cackled. Then I read it again and my HR brain kicked in. Because underneath the comedy, this memo is actually a masterclass in what people management looks like at scale. And it's more familiar than most leaders want to admit. Here's what it quietly reveals: 1. Policy without culture is just paper. If you've issued a "final warning" on the same behaviour before and had to issue it again the problem was never the cane. Rules don't change behaviour. Culture does. 2. Every workforce has a "sugar cane" problem. Maybe yours is people clocking in from the car park. Maybe it's the guy who's been "almost done" with that report for 3 weeks. Scale doesn't exempt you from human nature. Dangote has it. Your startup has it. Your bank has it. 3. Ignored small things compound. They're not writing memos about cane because they're petty. Housekeeping, asset integrity, and operational discipline at that scale directly hit the bottom line. HR's job is to protect the business even when the issue looks absurd from the outside. 4. Escalation is a systems failure, not just a people failure. When a warning reaches Head of HR, gets signed, and CC'd to half the executive floor something in the communication chain broke way earlier. Dangote is still figuring it out. Your last company was still figuring it out. Your current company is still figuring it out. So my brother, my sister no kee ya sef over workplace chaos. Keep building. Keep fixing the systems where you have the power to. Because if a billion-dollar operation still needs to memo people about chewing cane you're not behind. You're just human. Like the rest of us.

Had a client tell me their AI hiring budget was "flexible" and then balk at a £180k offer for a principal ML engineer. I showed them what that engineer's total comp looked like at the labs they were competing with. They adjusted. Made the offer. Closed. Data wins arguments. Know the market better than the people you're advising

Three years ago I took a call from a junior dev who wanted to move into Web3. No blockchain experience. No network in the space. Just raw talent and a burning curiosity. I placed them as a junior protocol engineer. Last week they told me they're now leading a team of 8. That call was 40 minutes. That candidate's career changed. This is why I do this

The most rewarding part of recruiting in Web3 and AI isn't the placement. It's watching the people I've placed go on to build something that matters. I have candidates who are now founders. CTOs. Protocol leads. Running safety teams at frontier labs. This space moves fast. The career trajectories here are unlike anything else I've seen in 10 years of recruiting.

I once had a candidate drop out of a final round interview because the company took 3 weeks to schedule it. The company was furious. Blamed the candidate. But the candidate had two other offers in hand by then. They didn't wait because great people never have to. I tell every client: slowness is a decision. And it has consequences

Enterprise AI adoption is creating a hiring surge at a layer most people overlook: implementation and integration. Not the model builders. Not the researchers. The engineers who can take a foundation model and wire it into an enterprise workflow — those people are in extreme demand and most companies don't even know the job title yet.

Counterintuitive take: the AI boom has made some senior tech roles harder to hire for , not easier. Why? Because experienced engineers are launching their own AI startups instead of joining someone else's. The entrepreneurial pull is real. If your offer doesn't account for that, you'll keep losing to "I'm just going to build my own thing."