Fatma Samoura: Nigeria Can Lead Africa in Sports

Former FIFA Secretary-General, Fatma Samoura, talks about her time with FIFA, her role on the Advisory Board of the African Collaborations Group, and why she thinks Africa should keep its sports talent and money at home. Peter Akinbo interviewed her.

Looking back at my football years, I value the perspective I gained from my time at the United Nations. I joined FIFA after over 20 years in international development. I worked in many countries and faced tough situations. That experience showed me that institutions change when people step up to lead, listen, build trust, and stick to their goals.

When I came to FIFA in 2016, the organization was facing a tough time. My focus was not just to run it but to help rebuild trust within the football community. We worked on improving governance, transparency, and professionalism. We aimed to ensure FIFA’s resources could positively impact all six confederations. I also learned that diversity is important, but it’s not enough on its own. Being the first African and the first woman in that role was historic, but my real job was to deliver results. True representation means opening doors for others backed by competence and integrity. Lastly, I learned that leadership is about people. You must connect with them, understand different realities, and bring them together for a common goal.

I joined ACG because I want to keep working on something close to my heart: how Africa can gain more from its own sports talent. At FIFA, I saw the ambition in Africa and the challenges we face in hosting, developing, and keeping talent on the continent. We have young people with great potential and passionate fans, but we lack quality infrastructure and sustainable business models. ACG goes beyond the usual stadium model. It looks at sport and entertainment districts that operate all year, mixing sports with hospitality, entertainment, retail, training, and community spaces. This feels like a natural next step after my work at the UN and in international football.

Africa has always had talent. The problem lies in creating an environment for that talent to grow, compete, and generate value here. My UN experience taught me to identify the deeper issues holding people back. In sports, these include poor training facilities, limited access to sports science, weak commercial support, and no clear path from grassroots to professional sports. As a result, many talented athletes leave Africa for better opportunities. While that benefits the individual, it also means valuable jobs, sponsorships, and investments happen elsewhere. We need to see sports as an industry, not just a passion.

The main difference is viewing a stadium as part of an economic system, not just a building. Infrastructure must remain useful beyond the initial event. A stadium that is only full on game day is not enough. We should ask what else happens there throughout the year. An integrated district can combine sports venues, academies, hotels, retail, offices, and public spaces. This creates activity all year and jobs beyond athletes and matchday staff. It can also help urban renewal and give young people access to facilities nearby, rather than leaving governments with unused buildings they cannot maintain.

Good infrastructure gives young athletes a place to train and compete. It also creates jobs for coaches, sports scientists, medical professionals, and event managers. When sports connect to hospitality, tourism, and commerce, the job impact spreads even wider.

Nigeria has unique advantages: a large, talented, and youthful population, passionate sports fans, and one of Africa’s most influential creative sectors. I have worked in Nigeria during my UN days and felt the country’s complexity and the energy of its people. Football is the clear example, but the potential goes beyond that, covering athletics, basketball, combat sports, music, film, and fashion. Nigeria could become a hub for major events, entertainment, and talent development. This requires careful planning around venues, transport, hospitality, and the business ecosystem.

I would advise people not to dwell too much on whether they belong in a specific space. Prepare well so that when the door opens, you are ready to walk in. My journey wasn’t planned around breaking barriers. I spent years at the UN, learning from various cultures. When I moved into football, I didn’t think about whether a woman or an African could lead at that level. I saw it as my duty to do my best. There will be times when you face doubt or underestimate yourself. Don’t let those moments define you. Build your skills, work hard, find mentors, and also become a mentor. Don’t see another successful woman as a rival just because we are few at the table. We need to make the table bigger, and every woman in a position of power should help those who come after her.

For me, success means seeing sports in Africa recognized not just as entertainment but as a real driver of economic growth, youth jobs, health, and social unity. I want to see African athletes training, competing, and building careers here. I hope African cities regularly host major international events because they can manage them sustainably. I want to see more money made from African sports stay within African economies. My UN experience showed me that development thrives when local abilities are strengthened, and people take charge of their solutions. My time in football reinforced this. Africa should not be seen only as a source of talent; it should be viewed as a market, an investment hub, and a creator of top-notch sports and entertainment experiences. I hope ACG can help encourage this change, building not just venues but a thriving African sports economy.