From Leadership to Pharmacy: Adamu Sulaiman Adamu Reflects on Service, Growth and the Road Ahead
As he prepares to graduate from Bayero University Kano, Adamu Suleiman Adamu, the 4th President of the Pharmaceutical Association of Nigerian Students, Bayero University Kano (PANS-BUK), reflects on his tenure, the challenges of student leadership, the lessons that shaped him, and his vision for life beyond the university.
Leadership in university often comes with responsibilities that extend far beyond titles and ceremonies. For Adamu Sulaiman Adamu, serving as the 4th President of PANS-BUK meant navigating the demands of student representation while simultaneously completing the rigorous final stages of a pharmacy degree.
From strengthening student–faculty relations and creating new platforms for intellectual engagement to navigating financial constraints and mobilizing students, his administration faced the realities that come with leading a large student association.
Now, as he prepares to leave Bayero University Kano and enter the professional world, Adamu looks back on a journey that he says has transformed not only his understanding of leadership, but also his aspirations as a pharmacist.
Looking back at the day you took the oath of office versus today as you prepare to graduate, how have you grown both as a leader and as a pharmacy student?
Looking back at the day I took the oath of office compared to where I am today, I can say that the journey has changed me significantly, both as a leader and as a pharmacy student.
When I assumed office, I had the passion and vision to serve, but leadership has taught me patience, responsibility, diplomacy, consultation and accountability. I have learned that leadership is not about having all the answers or making everyone happy; it is about listening, making informed decisions and sometimes making difficult choices for the greater good.
Academically, the experience also taught me how to balance responsibilities. I had to combine my presidential duties with final-year academics and my research project. That experience strengthened my ability to prioritize, delegate and work under pressure.
So, as I prepare to graduate, I am leaving not only with a pharmacy degree, but also with experiences and lessons that have shaped me into a more responsible, patient and service-oriented person.
Balancing final-year academic demands, project work, and leading a high-profile student association is no small feat. How did you manage to keep everything afloat without burning out?
Honestly, it was not easy. It was one of the most demanding periods of my life, having to balance final-year academic work, my research project and the responsibilities of leading PANS-BUK.
One thing that helped me was understanding that I could not do everything alone. I had an energetic team of executives who were always willing to work, support me and take responsibility for tasks whenever necessary. I trusted them, delegated responsibilities and allowed them to contribute meaningfully to the administration.
At the same time, I never lost sight of my primary responsibility as a student. I made sure my academics and project received the attention they deserved, even while handling presidential responsibilities.
So, in many ways, I managed to keep everything afloat through teamwork, delegation, prioritization and support from the people around me. Looking back, I think one of the biggest lessons was that leadership does not mean carrying everything yourself; sometimes, it means building a team you can trust.
Every administration sets out with a vision. Which of your campaign promises or key initiatives are you most proud to have brought to life?
I had several plans for PANS-BUK before assuming office, but two things stand out to me.
First was improving the relationship between students and lecturers. I wanted PANS to serve as a bridge between both sides, so that students could feel comfortable approaching their lecturers when they had academic or personal concerns. Where they could not approach them directly, we tried to facilitate that communication. I am proud that we were able to strengthen that connection and make students feel that PANS could genuinely represent and support them.
The second was the introduction of the first-ever PANS-BUK intra-faculty Debate and Essay Writing Competition. It gave students an opportunity to express themselves intellectually outside the conventional classroom setting, and the winners were recognized with cash prizes and certificates.
For me, these two initiatives represent two important aspects of leadership: building relationships and creating opportunities for students to grow.
What was the single biggest challenge or hurdle your executive team faced this session, and how did you navigate it?
One of the biggest challenges our executive team faced was mobilizing students to participate in our activities. It may sound simple, but getting the required number of students to participate in an activity—whether paid or free—takes a lot of effort.
We navigated this by working closely with the class representatives and involving them in our communication and planning. Whenever necessary, we also visited classes personally to explain the importance and value of the activities we were organizing.
By doing this, we were able to convince students, build interest and ultimately achieve good turnouts for many of our programmes.
It taught me that leadership is not just about planning good activities; it is also about communicating their value effectively and getting people to believe in what you are trying to achieve.
Leadership often happens behind closed doors. What is one major win or silent battle your team pulled off that the general student body might not even know about?
One major silent battle our team fought was securing funds for our activities. Many students would simply see PANS organizing an event and may not know what goes on behind the scenes to make it happen.
I remember two particular instances. The first was when we were trying to clear some of the financial obligations we inherited, and the second was when we were about to begin PANS Week and had very little money in our account.
Despite the financial limitations, our executive team went out of its way to seek support and donations from different individuals. Through the collective efforts of the team and the generosity of those who supported us, we were able to raise the resources needed, settle important obligations and successfully organize PANS Week.
For me, that was one of the clearest reminders that sometimes the biggest work in leadership happens where nobody is watching.
Student-faculty relations can be tricky to balance. How did your administration approach advocating for student interests while maintaining a strong, respectful relationship with the Faculty management?
Our approach was to always maintain a balance between advocacy and respect. We understood that our responsibility was to represent the interests of students, but we also understood the importance of maintaining a healthy relationship with Faculty management.
Whenever students had concerns, we tried to understand the issue properly before approaching the relevant authorities. We communicated respectfully, followed the appropriate channels and focused on finding solutions rather than creating unnecessary confrontation.
I believe this approach helped PANS serve as an effective bridge between students and the Faculty. We could advocate for students while still respecting the structures and individuals responsible for managing the Faculty.
What is one project, event, or policy change you wish you had more time to complete before handing over the baton?
There were a few projects I wished we had more time and resources to complete before handing over to the next administration. Two of them stand out.
The first was to secure funding or donations to provide stools in our laboratories, which would make practical sessions more comfortable and convenient for students.
The second was to establish a dedicated PANS-BUK business centre where students could access printing and other basic services within the faculty.
Unfortunately, financial constraints limited our ability to bring these two projects to completion during our tenure. They were projects I genuinely wanted to see happen because they were directly connected to student welfare and convenience.
Although we could not complete them, I hope the next administration can build on the groundwork and take them forward. For me, leadership is also about leaving behind ideas and foundations that others can continue to develop.
To the younger pharmacy students—from 100 level through the clinical years—what message do you want to leave with them as you exit the faculty halls?
To my younger pharmacy students, from 100 level through the clinical years, my first message is to be patient. Pharmacy school is a journey, and not everything will happen exactly when or how you want it to. Give yourself time to learn, grow and find your footing.
Secondly, respect is very important. Respect your classmates, your seniors, your lecturers, the Faculty and everyone around you. You never know who may contribute to your journey, so treat people with humility and kindness.
Most importantly, read your books. Your primary responsibility for being at Bayero University Kano is to learn, so take your academics seriously and read as much as you can. But while doing that, know yourself. Understand how you learn best, what works for you and what does not. Once you understand yourself, you can develop a study method that suits you rather than simply copying what works for someone else.
And finally, do not forget prayer. Combine your hard work with sincere prayer and trust in Allah. When you put in the effort, understand yourself, remain patient and keep Allah at the centre of your journey, the results can be remarkable.
Pharmacy school is demanding, but it is also a beautiful journey. Be patient, respect people, work hard, know yourself and never underestimate the power of prayer.
As you step out of Bayero University into the professional world, what is the next big step for you—internship, research, entrepreneurship, or a whole new venture?
As I step out of Bayero University Kano and into the professional world, my immediate next step is my internship. I see it as an important opportunity to gain practical experience, learn from professionals and further develop my skills beyond the classroom.
At the same time, I have a strong interest in entrepreneurship, so I want to use that period to develop a clear plan for establishing my own community pharmacy. My goal is eventually to build a pharmacy where patients can access quality pharmaceutical care and benefit from the knowledge and skills we have acquired throughout our training.
So, for me, the next phase is not just about completing my internship; it is about gaining experience, understanding the business side of pharmacy and gradually building towards owning a community pharmacy of my own.
How has serving as PANS BUK President shaped your long-term career aspirations and vision for the Nigerian pharmaceutical sector?
Serving as PANS-BUK President has significantly shaped my long-term career aspirations and my vision for the Nigerian pharmaceutical sector. One of the greatest benefits of the position was the exposure it gave me to different areas of pharmacy and to professionals working across the sector.
Through various visits, conferences and engagements, I had the opportunity to interact with people in the pharmaceutical industry, community and hospital pharmacy, academia, regulatory bodies, supply chain and other pharmacy-related businesses. That exposure opened my mind to the fact that pharmacy is much broader than what we often see within the classroom.
Interestingly, some of those experiences sparked my interest in pharmaceutical supply chain management. I began to see it as an area with significant potential and opportunities for innovation, and one that deserves more attention.
So, in many ways, my time as PANS-BUK President did more than teach me leadership. It exposed me to possibilities I had not previously considered and helped me begin to shape the kind of pharmacist and entrepreneur I want to become, while also strengthening my desire to contribute meaningfully to the growth of the Nigerian pharmaceutical sector.
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