When President John Dramani Mahama leaned in to take a cheerful selfie with Prince Kofi Amoabeng, social media lit up immediately. It was a warm, human moment between two old schoolmates, captured without political messaging or speeches. Yet in Ghanaian public life, even simple gestures often carry deeper echoes. This one certainly did.
To many Ghanaians, that selfie felt like more than nostalgia. It revived a lingering curiosity: could Mahama be signaling a renewed openness toward Ghanaian business leaders whose expertise still holds enormous national value? And could Prince Kofi Amoabeng, disciplined, tested, and once the face of one of Ghana’s most admired financial institutions, be among them?
His legacy is difficult to ignore. UT Bank was not just a bank; it was a business culture. It represented speed, efficiency, accountability, and a “get-it-done-now” mindset that Ghana’s public and private sectors still struggle to achieve. Amoabeng built a corporate environment where decisions were not delayed for weeks, customers were not tossed between departments, and employees understood the value of urgency and excellence. Even today, his leadership style is referenced in boardrooms, business schools, and in entrepreneurial workshops across Ghana.
This is precisely why the selfie triggered speculation: could President Mahama be considering a future role or advisory opportunity where Amoabeng’s experience strengthens the 24-hour economy and the national reset agenda?
The 24-hour economy requires a mindset shift, from “business as usual” to “business nonstop.” It needs leaders who understand operational efficiency, systems that run without excuses, and a culture of discipline that cuts through bureaucracy. Amoabeng built that culture from scratch. His UT model showed that Ghanaian institutions can work with speed, clarity, customer focus, and strict accountability. These are exactly the qualities a 24-hour economy thrives on.
Amoabeng’s business intelligence could also inject fresh discipline into the broader economic reset agenda. His understanding of risk, operational structure, business turnaround, and workforce performance is an asset Ghana should not overlook. If the country wants to restore investor confidence, modernize state-owned enterprises, strengthen regulatory discipline, and improve service delivery, then advisors with real-world operational experience, not just theoretical knowledge, become essential. Few Ghanaian business leaders embody this blend of military discipline, entrepreneurial vision, and corporate execution better than Amoabeng.
But while the excitement of the selfie brought these possibilities to life, it also resurrected an uncomfortable national question: why is Prince Kofi Amoabeng’s court case still unresolved after seven years?
Seven years of waiting. Seven years of showing up in court. Seven years of uncertainty for a man who has neither run away nor refused accountability. In any functional justice system, such a prolonged process becomes more than a legal matter, it becomes a question of fairness, institutional efficiency, and national reputation.
Long, unresolved cases do not only affect individuals; they weaken confidence in the justice system, discourage entrepreneurship, and send the wrong message to investors and innovators who take risks to build indigenous institutions. A justice system that moves too slowly becomes an economic liability.
This is why, after the selfie went viral, many Ghanaians began to ask a quiet but firm question: will the next administration prioritize the timely resolution of long-standing financial-sector cases such as Amoabeng’s? Not through political interference, but through efficiency, clarity, and a commitment to closing cases that have dragged on far too long. Every nation deserves justice that moves. Every citizen deserves closure. And in cases involving entrepreneurs whose business influence shaped national development, closure becomes even more essential for economic renewal.
That is why the selfie between Mahama and Amoabeng stands as more than a friendly moment. It has become a symbol, subtle but powerful. It hints at the possibility of restoration, not only for one man but for a country ready to rebuild using the experience of its most capable citizens. If Mahama truly has something in mind for Amoabeng, whether within the 24-hour economy vision or the broader reset agenda, it would represent a national philosophy Ghana urgently needs: that talent must not be wasted, expertise must not be sidelined, and those who have built institutions before can help rebuild the nation again.
For now, the photo remains a snapshot of warmth and friendship. But for those who look closer, it is also a reminder that Ghana has unfinished stories waiting for resolution, and leaders whose experience can still transform the future. Perhaps this is the moment to ask, with optimism rather than suspicion, whether Prince Kofi Amoabeng’s next chapter is finally ready to be written, and whether Ghana is ready to finally bring closure and clarity to the seven-year legal journey that has overshadowed him.
Only time will give the final answer. But the hope, for many, remains strong, that Ghana is prepared to combine reconciliation, justice, and business excellence in shaping its next chapter.
A Necessary Truth Before Any Future Role
And yet, no matter how warmly the public received the selfie or how strongly the nation believes in Amoabeng’s business value, one unavoidable truth sits quietly at the end of this story: before any future role, advisory opportunity, or national engagement is considered, his court case must be resolved.
Closure is not only fair to him, it is necessary for the integrity of the system and for the credibility of any future contribution he may offer. Ghana must finish this chapter before it begins the next.
