04/15/2026
Pamtech group and organization structure.
This is a long read, but please read to the end to extract the lessons.
This post is not to support anyone, but to highlight how business structure impacts business sustainability.
Pamtech is a conglomerate that has existed for over 10 years, with more than 350 team members. It may interest you to know that the group has seven lines of business, including oil and gas, autoland, autoparts, luxury rides, media, real estate, and technology.
I’m sure many of you were not aware of these other business lines. I wasn’t either until this recent issue. Well, there is now some visibility into some of their business.
Juliet was the social media face and content creator for Pamtech. I heard of Pamtech for the first time through Juliet's energetic content. From what I observed, most of her adverts for Pamtech were shared on the company’s social media pages rather than her personal page. She only posted some personal content on her own page.
I came across a post alleging that Juliet diverted over ₦21M, which has now been uncovered. Another post alleged that the MD of Pamtech has been receiving complaints from individuals who transacted with disengaged staff member in the name of the company. As a result, a disclaimer had to be issued to protect the company from future claims and losses.
How did the individuals or companies who transacted with Juliet access her in the name of the business when she clearly states the business names in her contents and they are shared on the company's website? If an individual or organization transacts with someone in the name of a company, especially to the tune of ₦21M, without verifying they are dealing with the right entity, then they also bear the responsibility of a ting foolishly.
A standard business transaction flows through stages: negotiation, agreement, payment, service delivery, and so on.
Every organization has business units dedicated to specific responsibilities. A social media or content creator is not part of the accounts or finance department and should typically not be involved in sales transactions.
So this is not just a people problem, it is more of a process problem.
How did Juliet get involved in financial transactions to the tune of ₦21M?
If she was the content creator of the company, how did customers get so comfortable with her to half concluded business transactions with her?
Was she functioning as both a content creator and a salesperson?
Were there overlapping duties within the organization?
What does her contract say? What was she employed as?
Were roles and responsibilities clearly defined?
Were there service level agreements (SLAs) in place?
This brings us to business structure and governance.
Often, businesses overlook this.
Any business without a defined structure is likely to run into issues like the one Pamtech is currently experiencing. Organizational structure is not something the MD alone should define especially as the business scales.
You need the expertise of a Business Analyst.
This is exactly where a Business Analyst adds value:
• Reviewing and mapping business processes
• Identifying operational and governance gaps
• Defining clear roles and responsibilities (RACI)
• Designing and documenting SOPs
• Establishing control points and workflows
• Aligning operations with industry best practices
We don’t just help businesses run, we help them run right.
