November 15, (THEWILL) – Before a professional golfer can collect a cheque, he has bills to pay. This week’s seventh CIO Golf Classic at Python Golf Club in Port Harcourt brings that reality into sharp focus. About 120 professionals are competing for a N100 million prize purse, up from B75 million last year, with the top 35 expected to advance to the final rounds.
As I write, Godwin Okoko leads at an impressive 14 under par after two days. For readers unfamiliar with golf, he completed those rounds in 14 strokes fewer than the course’s combined standard score. A champion is expected to be crowned on Sunday, the day this edition reaches readers.
Chief Ikenna Okafor, supported by Keves Global Leasing and the tournament’s partners, deserves recognition for building an event with substantial rewards and international opportunities. The CIO’s place in the qualification route to the Magical Kenya Open adds to its significance. Last year’s champion, Francis Epe, subsequently secured a place at the 2026 edition of that DP World Tour event. The question is whether enough Nigerian professionals can afford to pursue such opportunities.
Okoko’s performance deserves applause. But for those who miss the cut, the tournament ends with disappointment and expenses already incurred. Even accomplished players have difficult weeks. Financial constraints can nevertheless affect preparation through limited coaching, irregular competition and the pressure of meeting travel costs. The scorecard records the strokes; it tells us little about what each player could afford in preparing to compete.
Awa Ibraheem’s commitment to junior golf and the David Mark Golf Academy’s work in developing young players deserve acknowledgement. So do the companies, individual patrons, clubs and coaches contributing money, facilities, equipment and time. Their efforts provide something to build upon and a reason to encourage wider support.
The response to my recent article on developing Nigerian golfers was encouraging. The case for structured coaching, regular competition and deliberate progression from junior golf to the professional ranks clearly resonated. Those investments will take time to mature. Meanwhile, existing professionals have careers to sustain, families to support and games to improve. They cannot put their ambitions on hold while we build the next academy.
Having served as Competition Secretary of the Ikoyi Club Golf Section, I appreciate the organisation behind competitive golf. My work in brand communications and sustainability also makes me attentive to the sponsor’s perspective. Sporting ambition and corporate priorities need to meet in an arrangement both parties understand. Affection for the game helps, but someone must still approve the budget.
Uncertain funding can dictate an entire season. A golfer may enter whichever tournament he can afford rather than those best suited to his development. A promising run may end because there is no money for the next trip. We should be careful about judging potential solely by results achieved under such constraints.
Corporate Nigeria can help. Tournament sponsorship creates opportunities, as the CIO demonstrates, while player sponsorship helps golfers use them. A business might support a professional through an agreed season, covering selected competition costs alongside appropriate coaching, fitness support and equipment. Several firms could pool resources for a small group of players, chosen through transparent criteria.
The request must reach the right desk. A sponsorship offering brand exposure and client engagement may interest marketing. A programme opening golf to children from underserved communities may fit a foundation’s priorities. Staff coaching sessions may belong with human resources. These arrangements differ between companies. A proposal addressed to everybody can become the responsibility of nobody, even when everyone agrees that it is an excellent idea.
This requires preparation from the golfer and, ideally, a manager who can handle the business side of the career. Together, they should prepare a proposal with a playing record, a realistic budget and a schedule of tournaments the player is eligible to enter. It should explain why those events matter, what preparation is required and how progress will be reported. Asking a company to fund six suitable tournaments, with the costs properly set out, gives it a decision it can assess.
Nor must every request involve cash. An airline could assist with flights, a hotel group with accommodation, and a fitness provider with physical preparation. The important thing is to identify the actual constraint and approach someone equipped to address it. There is little value in securing more branded shirts when the player cannot afford the journey to the tournament.
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The sponsor should receive clearly agreed value. Subject to tournament rules and existing contracts, this might include brand visibility, client golf days, staff clinics or community coaching. Such commitments should remain proportionate. A golfer supported to compete needs enough time to practise, recover and play. We should not fill the diary with appearances and then wonder why the scorecard has deteriorated.
Accountability must work in both directions. Players should demonstrate discipline, professional conduct and responsible use of funds. Sponsors should make agreed payments on time and judge progress against realistic expectations. Better scoring, greater consistency and stronger performances against demanding fields may justify continued support before a trophy appears. One disappointing tournament should prompt a conversation, not necessarily the end of the relationship.
The Professional Golfers’ Association of Nigeria (PGAN) must also put its own house in order to attract serious sponsorship. A credible tournament calendar, transparent financial management, reliable player records and clear sponsorship proposals would give businesses greater confidence in committing funds. Companies need to know who is accountable, how their money will be used and what the partnership will deliver. Stronger administration is part of the work required to secure sustained investment in Nigerian professional golf.
Other institutions have contributions to make. The Nigeria Golf Federation and other relevant bodies should be involved where proposals fall within their responsibilities. Together, they can make support easier to access through clear application requirements, named contacts and understandable selection criteria. A promising golfer should not require a personal introduction merely to discover how to apply.
Support for existing professionals can strengthen junior development too. A company could combine player sponsorship with funded junior sessions delivered alongside qualified coaches. Another might provide academy places or equipment for children unable to afford them. The professional contributes experience and a visible example of the commitment the game requires; the academy supplies sustained instruction and structure.
When the CIO Golf Classic’s prizes have been presented, the question of what comes next will remain. For a promising player, support for the next season could matter more than congratulations after a good round. Agree the schedule, establish the budget and give the golfer a fair opportunity to improve. Players must bring preparation and accountability; sponsors must bring realistic expectations and dependable support. A good swing may eventually earn a living, but someone has to help meet the bills before that first winning cheque arrives.
By Meka Olowola
Meka Niyi Olowola (FSPIN, FIMC) is the Founder and Managing Partner of Zenera Consulting, a business leader and entrepreneur with nearly three decades of experience, and an avid golfer.
