Former Chief Executive Officer of Pan African Towers, Azeez Amida, has opened up on the realities of life after executive leadership, sharing a deeply personal reflection on his journey 16 months after exiting the organization.
In a candid LinkedIn post that has sparked conversations around executive wellbeing, resilience, and career transitions, Amida spoke about the unresolved issue surrounding his unpaid severance involving Development Partners International and Verod, while noting that discussions, claims, and legal processes are still ongoing.
However, beyond the corporate dispute, Amida’s reflection shed light on the emotional and psychological realities many former executives quietly face after leaving leadership positions.
According to him, transitioning out of a top executive role is often more than a professional change; it can evolve into an identity crisis, especially when titles and positions become closely tied to personal worth and societal relevance.
He highlighted how organizations and systems often move on quickly after leadership changes, while individuals are left to rebuild their lives, adjust to new financial realities, redefine personal expectations, and rediscover purpose outside the titles they once held.
Amida shared several lessons from his rebuilding journey, emphasizing the importance of emotional recovery, financial transparency with family members, and maintaining routines that support mental wellbeing.
Among the lessons he highlighted were the need to prioritize healing before reacting emotionally, avoid distractions and unrealistic opportunities during vulnerable periods, reset lifestyle expectations to align with current realities, and separate personal survival from ongoing disputes.
He also stressed the importance of humility during rebuilding phases, noting that individuals should never allow past positions or titles to define their self-worth.
One of the most profound aspects of his reflection was his observation about society’s tendency to attach relevance, value, and respect to positions rather than character, and how perceptions can rapidly change once leadership titles disappear.
Despite the challenges he described, Amida’s message remained hopeful and inspiring rather than bitter. He encouraged professionals facing difficult transitions to remember that their value existed long before any corporate title or organizational affiliation.
According to him, the same abilities and qualities that created value in the past can still be harnessed to rebuild and succeed again.
His story has continued to resonate with many professionals, particularly at a time when conversations around unemployment, executive mental health, resilience, and career uncertainty are becoming increasingly important in today’s corporate environment.
The reflection serves as a reminder that rebuilding after setbacks is possible and that professional transitions, no matter how difficult, do not define an individual’s worth or future potential