Todd Galberth – “The Blood (Medley) | @Toddgalberth

United States Gospel Artiste Private Chambers Todd Galberth is a gospel singer and worship leader originally from Raeford, North Carolina. He was raised singing in church and had his first experiences as a devotional leader while still in his mid-teens. Also an actor, he appeared in several regional theater productions after high school, and in 2006, he self-released the gospel album Private Chambers, a set of original songs that he wrote for a play of the same name.
The Blood is one of his ministrations at the
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Good Night Billy : Billy Graham Dies At 99

Billy Graham, who transformed American religious life through his preaching and activism, becoming a counselor to presidents and the most widely heard Christian evangelist in history, died Wednesday. He was 99.

Graham, who long suffered from cancer, pneumonia and other ailments, died at his home in North Carolina, spokesman Mark DeMoss told The Associated Press.

More than anyone else, Graham built evangelicalism into a force that rivaled liberal Protestantism and Roman Catholicism in the United States. His leadership summits and crusades in more than 185 countries and territories forged powerful global links among conservative Christians, and threw a lifeline to believers in the communist-controlled Eastern bloc. Dubbed “America’s pastor,” he was a confidant to U.S. presidents from Gen. Dwight Eisenhower to George W. Bush.

In 1983, President Reagan gave Graham the Presidential Medal of Freedom, America’s highest civilian honor. When the Billy Graham Museum and Library was dedicated in 2007 in Charlotte, former Presidents George H.W. Bush, Jimmy Carter and Bill Clinton attended.

“When he prays with you in the Oval Office or upstairs in the White House, you feel he’s praying for you, not the president,” Clinton said at the ceremony.

President Donald Trump tweeted : “The GREAT Billy Graham is dead. There was nobody like him! He will be missed by Christians and all religions. A very special man.”

Beyond Graham’s public appearances, he reached untold millions through his pioneering use of prime-time telecasts, network radio, daily newspaper columns, evangelistic feature films and globe-girdling satellite TV hookups. Graham’s message was not complex or unique, yet he preached with a conviction that won over audiences worldwide.

“The Bible says,” was his catch phrase. His unquestioning belief in Scripture turned the Gospel into a “rapier” in his hands, he said.

A tall, striking man with thick hair, stark blue eyes and a firm jaw, Graham was a commanding presence at his crusades. He would make the altar call in his powerful baritone, asking the multitudes to stand, come down the aisles and publicly make “decisions for Christ,” as a choir crooned the hymn “Just As I Am.”

By his final crusade in 2005 in New York City, he had preached in person to more than 210 million people worldwide. No evangelist is expected to have his level of influence again.

“William Franklin Graham Jr. can safely be regarded as the best who ever lived at what he did,” said William Martin, author of the Graham biography “A Prophet With Honor.”

Born Nov. 7, 1918, on his family’s dairy farm near Charlotte, North Carolina, Graham came from a fundamentalist background that expected true Bible-believers to stay clear of Christians with even the most minor differences over Scripture. But as his crusades drew support from a widening array of Christian churches, he came to reject that view.

He joined in a then-emerging movement called New Evangelicalism that abandoned the narrowness of fundamentalism to engage broader society. Fundamentalists at the time excoriated the preacher for his new direction, and broke with him when he agreed to work with more liberal Christians in the 1950s.

Graham stood fast. He would not reject people who were sincere and shared at least some of his beliefs, Martin said. He wanted the widest hearing possible for his salvation message.

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“The ecumenical movement has broadened my viewpoint and I recognize now that God has his people in all churches,” he said in the early 1950s.

In 1957, he said, “I intend to go anywhere, sponsored by anybody, to preach the Gospel of Christ.”

His approach helped evangelicals gain the influence they have today. Graham’s path to becoming an evangelist began taking shape at age 16, when the Presbyterian-reared farmboy committed himself to Christ at a local tent revival.

Good Night Billy
Your burial will erupt a great revival in the world.

Be Inspired: How 29-Year-Old Son of Nigerian Billionaire Mike Adenuga Nearly Bought Chevron Netherlands Without His Family’s Support.

The modus operandi of my oil trading business was simple. I kept an office in Lagos with a small team of five to run operations and logistics. I converted one of the bedrooms in my townhouse in London into a study. My team in Lagos under my guidance would get oil trading contracts and I, sitting in London, would either market these contracts to the global oil trading houses to execute in Nigeria on a joint venture (JV) basis or in some instances, I would find the capital to execute the contract from end to end. This formula proved effective and it was good enough to pay my bills and afford me an above modest lifestyle.

One of the traits I took from my parents is that I am highly ambitious and find it hard to sit still. There always has to be a new conquest, a new mountain to climb, or, as is the case most times, a new business to go after. Oil trading was my day job but was never exciting to me except for when I got paid. After days and weeks in London plotting my next move, I came up with an idea and a plan. In the world of upstream oil & gas, especially in Africa, companies that were operators, actively producing oil & gas in commercial quantities that wanted to invest or participate in the oil business were the darlings of the industry. They were like the prettiest girl in high school and every guy wanted her to come to the prom with him.

Most of the oil producing nations in sub-Saharan Africa such as Nigeria, Angola, and Equatorial Guinea would always require any investor into oil & gas assets in their country to either be an oil & gas operator with production on stream or be partnered with an operator, deemed a “technical partner”. This logic makes sense. If you are going to buy prized national assets, you should have the know how to develop and operate them or at least be partnered with an entity that does. I decided that I was going to use a Trojan Horse strategy. I had read ancient Greek literature when I’d attended military academy in Texas and it served as inspiration. I would acquire an oil & gas operating company in Europe (the Trojan Horse), where the political barriers and costs to entry in comparison to Africa would be significantly lower. I would then use this newly acquired company, which would now be of Afro-European in heritage, to become a technical partner to many local and international investors in the upstream oil & gas business in Africa. This company would be the first of its kind and likely the most sought-after oil & gas company on the African continent because of its unique DNA and ownership. After thinking of this idea, I took myself out to a bar a few blocks from my house and ordered myself a nice strong drink. I felt like a genius.

I registered a new upstream oil & gas investment company offshore and called it, The Catalan Corporation. The name didn’t really have a meaning, it just sounded nice and had a confident, stately demeanour to it. To keep costs at a minimum, I decided to put together an advisory board that consisted of Vance Querio, the COO of Addax Petroleum at the time and an industry professional and my mentor (who will remain nameless for good reason), one of Africa’s biggest business giants. Vance was all too happy to join and signed on quickly. I called my mentor and before signing on, he wanted a face to face meeting for me to explain my plan and ambitions for Catalan. He asked me to meet him in the early spring of 2014 at a health spa in a small Swiss village outside of Zurich. I have to admit the drive from Zurich to this little village tucked within the Swiss mountains still remains one of the most beautiful sights I have ever seen. The spring sun had begun to melt the snow on the mountains and in the distance; you could see the melting snow turn into giant waterfalls pouring off the mountains. It was like an oil painting come to life.

I eventually met with my mentor and after explaining my idea to him and that him being on my advisory board would not only give my burgeoning company credibility but help us raise cash, he agreed in totality and went further to tell me that I should tell anyone and everyone that he was not only on board but was going to give our company his full support. We drank some tea together and the next morning I was off back to London. My little plan for Africa oil & gas was coming together, finally put into action by two African men in a Swiss village. You couldn’t make this stuff up.

On the plane flying back to London from Zurich, even though I had just gotten my mentor on board, I felt that there was someone missing. A few years prior I was the spearhead of my family’s acquisition drive for OML 30 (this is another whole story in itself), one of Shell Nigeria’s most lucrative oil blocks that was up for sale, I met a brilliant English banker named Edgar. Edgar had more than 30 years of oil & gas operations and finance experience. He was respected by the industry on a global basis and having him on board would be the final piece in the puzzle, the icing on the cake. I called Edgar immediately I landed and asked if we could meet for lunch, my treat as always.

I pitched Catalan to Edgar and how if we pulled this off it would be the grandest of coups. Edgar was highly intrigued but stated that he wanted hard cash upfront from the onset. Whilst the others were all too eager to come on board and make their money via sweat equity or cash incentives when we had a target company in our sights, Edgar wanted to be paid money and a substantial amount before putting pen to paper. I was confused by his behaviour. I told him who the others were that were on Catalan’s advisory board but he wasn’t having it, either he would be paid his princely sum to attach his name to Catalan or no deal. I was 29 at the time and was still head-strong and prideful. How could this guy develop such an attitude? I thought we were friends. I suppose Edgar knew his value and wasn’t going to mortgage it on a promise of monies at a later date. As much as he liked my Trojan Horse idea, he just happened to like money more. I balked at his request in annoyance. I paid for lunch, told him no way, and stormed off home. This was a big mistake on my part that would rear its ugly head later.

I appointed two of my most trusted confidants as directors in Catalan and with that the company was set to go. I designed the logo for Catalan – a coat of arms with a cross in the middle. I am after all a devout Catholic and a strong believer in God, so why not have my faith represented on my company logo? I then called my friend Nicolas Lavrov, a web and graphics designer and over the course of a week we put together a sleek and polished company profile which me, my directors and advisory board began emailing out to interested parties. A few weeks later, I got an email from Richard Kent of Jeffries. Jeffries are an investment bank that work closely with multi-national oil companies (the majors) on the acquisition or divestment of oil & gas assets on a worldwide basis. Richard had gotten a copy of my company profile and wanted to have a meeting. I wore one of my finest suits and hopped into a taxi to his offices in London City.

Richard and I talked extensively about my background and my ambitions for Catalan. I explained to him the type of company we were looking to acquire, ideally an oil & gas company in Europe, preferably operating out of the North Sea with a strong daily production and enough reserves to warrant further investment in development. I also told Richard how much we would be ready to spend for the first acquisition – between USD 50 million and USD 100 million. We would finance our acquisition via reserve based lending and would likely raise cash equity of thirty percent of our purchase price with a Bank raising debt of seventy percent to help the balance of the purchase price. I had described the “goldilocks” company Catalan needed to acquire. With that said, Richard told me to give him some time to find the best deal for Catalan.

A few weeks later Richard called me, “I have the perfect deal for you Paddy!” US oil giant, Chevron, had decided to sell their entire upstream, exploration and production business in the Netherlands and had appointed Jeffries to manage a bid process for the sale of Chevron Netherlands. The sale included their production platforms in the North Sea off the Dutch coast, their office buildings, around a thousand or so native Dutch staff, and their crude and gas pipeline evacuation infrastructure. Even the Chevron coffee and tea mugs were part of the sale. Richard was right, this deal was perfect and the ideal Trojan Horse with which to enter the Africa oil & gas terrain with from Europe. He informed me that this would be a competitive bid against other companies to acquire Chevron but thought that Catalan and I stood a good chance. I told him I was interested and that he should send all the necessary paperwork over. Something within me believed I was going to win this bid and with that in mind I was going to throw everything at it. If I won this bid, I thought, there would be stories written about me for a long time to come.

Chevron are by nature, prudently selective with which companies they invite to bid. So the fact that Catalan was chosen was a big deal to me. I felt like for once in my 29 years, I wasn’t being judged solely by my last name but for my skill, merits and ability. I got the first bits of information from Chevron on their Netherlands assets and I began putting together a team of hired hands to act as my management team for Catalan’s bid. I appointed Dutch law firm DeBrauw as my lawyers, Canadian firm Canaccord Genuity as my finance managers, RPS Energy as my technical managers, and Moore Stephens as my accountants. I informed Chevron of my management team and they asked for a few weeks to open the data room and kick off the bid.

Whilst Catalan and its hired management team waited on Chevron, I decided to be pro-active. From previous my experience with OML 30, not engaging government regulators enough could prove to be unwise. I decided that I needed to meet with the government body in the Netherlands responsible for managing their oil & gas affairs. After all I was a young Nigerian man, trying to buy prized, national Dutch assets. I, more than anyone, needed to be ten steps ahead at any given time. My lawyers put me in touch with Jan-Dirk Bokhoven, the managing director at the time of the Dutch state-owned oil company, EBN. Jan-Dirk and I spoke on the phone and agreed a date to meet at EBN’s head office in Utrecht, a one-hour drive or so outside of Amsterdam.

I had never been to the Netherlands before. I took the first flight from London to Amsterdam and arrived a little after 7am. The hotel sent a car to pick me and on my ride into Amsterdam the most fascinating thing I saw was that the Dutch rode bicycles everywhere. When parents take their kids to school, they pop them onto the back of a bike and ride on. I had never seen an entire city on bicycles. It was like something out of the twilight zone. A few hours later I changed and drove to Utrecht on a warm and sunny morning. The ride to Utrecht was stunning. The skies were a picturesque baby blue and there wasn’t a cloud in sight. On either side of the motorway there were golden fields of farm land and further beyond, wind turbines spun in synchronicity. The view was so special to me that I asked the driver to stop on the side of the motorway so that I could get out and appreciate the scenery for fifteen minutes or so. The driver thought I was odd.

I finally met Jan-Dirk at his offices with his head of operations, Thijs. I could see in both their faces, looks of confusion and reverence at the same time. How could a 29-year-old Nigerian have found himself in a position to buy Chevron’s business in the Netherlands? I told Jan-Dirk and Thijs of my intentions and that I took this bid seriously and wanted to make sure that I did everything right in the eyes of not only Chevron but the Dutch government. They both assured me that I was on the right track and that if there was any issue, they would let me know. I spent a few more days in Amsterdam, met up with a few friends, and enjoyed the Dutch nightlife and hospitality. I flew back to London.

Chevron finally opened the data room for the bid and provided all information needed for all companies to put in a bid. I put my team, my directors, and Vance Querio on the task of reviewing all the documents with a request that we have a bid review meeting in a few weeks. Tarica Mpinga of Canaccord Genuity served as the lead of the management team. Tarica called me that the team was ready to present their findings and proposal on the way forward. I went over to Canaccord’s offices and for once saw my team assembled in front of me. Here I was, in my late twenties, in a massive boardroom, with a management team of fifteen people presenting to me. I felt like I had arrived.

While acquiring Chevron Netherlands was mostly for an Africa oil & gas play, Catalan had to deal with the reality of the company’s books, resources, and liabilities. Chevron Netherlands by production was attractive, producing 9000 boepd broken down into 8000 barrels of gas per day and 1000 barrels of crude. The off-shore production facilities were top class, the gas reserves were attractive with ample room for development to increase production numbers, the management team of Chevron Netherlands were the best the industry could employ, and the crude and gas evacuation infrastructure and sales contracts were solid. The Catalan management team presented me the bad news. The oil reserves were seen as weak and having very little production life even if new wells were drilled. The biggest problem however was the abandonment liability which had been projected at first glance to be in the USD 300 million region. This became the thorn in the flesh of entire bid process. Essentially the Dutch government required all operators to restore their areas of operation back to how nature intended – which meant all infrastructure had to be removed at the end of production. The cost of this is what is termed “abandonment liability” or “abandex”. Catalan’s management team felt that because the abandex was so high, it negated an aggressive bid price and moreover Catalan would struggle to raise cash to pay for Chevron Netherlands.

Unperturbed, I corralled my management team on a road show. We would meet with as many Banks, investors, and oil trading companies as possible to pitch Catalan’s bid and Africa strategy for Chevron Netherlands. The team and I spent countless hours in meeting after meeting but to no avail. The abandex amount and weak oil reserves of Chevron Netherlands were too significant that it blinded people from the Africa strategy entirely. Alas it was clear that this would have to be a cash deal with no bank debt or oil trading dollars. Despondent, I called my mentor for a way forward. We spoke extensively and as I expected, he was the only one that saw how important Chevron Netherlands would be as a technical partner-operator in Africa. We agreed that between myself as a small cash contributor, himself, and a few other investors we could raise cash of USD 50 million as a maximum bid price. That night I went back to that bar not far from my house and ordered an even stronger drink. This bid could not slip away from me.

Chevron sent an email to Catalan advising when they expected bids to be received. The Catalan team once again huddled in Canaccord’s offices to work on a bid submission document, which would include Catalan’s offer and bid price. We deliberated for hours and the management team insisted that because of the high abandex amount that no cash should be offered. Essentially Catalan would agree to absorb the entire abandex amount and would pay a notional “$1” for the company. This would be a liability absorbing deal, allowing Chevron to clean out and move on. The team advised that Catalan put in this offer but as a way to play hard to get, we would commit to the gas abandex but stay quiet on the oil abandex. I was convinced at that moment that we would have the winning bid. The team prepared all the necessary paperwork, which I signed, and hand delivered to Jeffries offices to the manager of the bid process. After submitting the bid documents, I went to my church, St. Mary’s. I always like going to church when there is absolutely no one there. I prayed for God’s blessings and good graces.

Jeffries and Chevron confirmed they had received Catalan’s bid and would need two weeks or so to review all bids and come back with an answer. In the meantime, I gave a break to my management team and spent all my free time now on my kung fu training with my master, Shifu Heng-Wei. Kung Fu was not only for my fitness but for my well-being and spiritual balance. It was my greatest stress-relief. On a Tuesday afternoon, whilst Shifu and I were in the middle of an intense kung fu session, my phone rang. I knew it was about Chevron. One of Richard Kent’s deputies was on the line. Chevron had reviewed my bid and were “confused” on my position in respect to the oil abandex and wanted a re-submission clarifying Catalan’s position on both oil and gas abandex. I immediately re-convened my management team at the boardroom and began debating our response to Chevron. I saw this as a second chance opportunity from Chevron to submit a more aggressive bid. My management team argued that I should keep the same bid and state now clearly that Catalan wanted nothing to do with the oil abandex. I countered that we needed to be aggressive and should take the entire abandex and offer cash of USD 50 million so that we could acquire Chevron Netherlands uncontested and plough quickly to our Africa strategy.

The Catalan management team thought I was crazy. Surely, I was 29 and now undeniably stupid. How could I look at that enormity of an abandex amount and now want to offer hard-earned cash on top of that? They believed I was frequenting my local bar too often and having one too many drinks. They pleaded with me that I follow their proposal. We argued further and eventually as a compromise, we agreed that we would take all of Chevron Netherlands oil & gas abandex but would still offer a notional $1 bid price. In my heart of hearts, I felt that a cash offer was needed to win but my management team, for which I had paid a respectable amount for their services, had convinced me otherwise. They were professionals I thought and they had my best interest at heart. The team printed out the documents for which I appended my signature and re-submitted. Again, I went to my church, when there wasn’t a soul in sight and prayed to God for his guidance and blessings.

Chevron confirmed that they had received Catalan’s revised bid document and would need another 2 weeks to come back to me on whether we won the bid or not. One night as I stayed up watching CNN at home, I had another idea. If I was able to find out whom the other bidders were for Chevron Netherlands, I could coerce these bidders to drop their respective bids and join me in a new multi-bidder venture. With this, Chevron would have no choice but to sell Chevron Netherlands to Catalan and the other bidders in a new joint venture (JV) company. This was to be my insurance policy in case Catalan’s solo bid failed. As I said, I am the underdog here by a country mile; I always had to be ten steps ahead of everybody else. I arranged a conference call with my management team and charged them to find out who the other bidders were for Chevron Netherlands. I also pulled out my diary and began making phone calls. At this point I didn’t care what the rules were, this was business – either hunt or be hunted and I believed Catalan led by me, was an apex predator, even if Chevron was one trillion times bigger than Catalan. Fortune favours the bold and I fancied this as David versus Goliath.

One by one, Catalan began finding out who the other bidders were. Mercuria, an oil trading company I had done business were in the running but then pulled out. Dana Petroleum looked at the assets but were also out of the running. Tullow Oil was also out of the bid out of the fear of the abandex costs. I scheduled another call with my team and asked everyone to re-double their efforts to find active bidders. The clock was ticking and I was keen to find the other bidders before Chevron replied to my bid. I was too late however, on a Friday afternoon in early summer of 2014, whilst I was out drinking rose wine with friends at the Arts Club in London, I got an email from Chevron. They had rejected Catalan’s bid and had deemed our bid unsuccessful. I felt like sinking into the ground. I hastily said goodbye to my worried friends and ran home. I couldn’t believe it. How could Chevron say no to me? This bid was destined for me to win. I was meant to be the Alexander the Great of Africa oil & gas and barely into my thirties.
All weekend, I re-traced my steps. I called my management team, my directors, my advisory board, and my mentor to understand where we went wrong. Vance Querio told me that it looked like I had fallen in love with Chevron Netherlands and it was time to walk away. I said no way, I was too deep in love and I couldn’t turn back now. I made up my mind that I was going to find the remaining active bidders, coax them into joining me, and leave Chevron with no choice. I called my management team for a meeting on Monday and they were soundly reassured that I was mad. The game was up and here I was, trying to bring back life to Catalan after a deathblow. The show was not over and we were going to be victorious. I left the meeting with a sense of purpose. That night I went on a dinner date and bumped into an older friend of mine, Remi. I had always looked up to Remi. Remi is smart, successful, and highly intelligent. I felt like him and I were very much the same person and that he was me, just twenty or so years down the road. Remi asked me what I was up to with work and why I wasn’t in Lagos running the family business. I coyly changed topics as I didn’t want any Nigerians knowing what I was up to, certainly no one in “high society” or the political elite. Even though Remi was a great guy, I couldn’t take the risk. Chevron Netherlands was my Trojan Horse and it was on a strictly need to know basis. We will get back to Remi later.

The next day I called Jan-Dirk of EBN and told him that I was going to make a USD 50 million re-bid for Chevron Netherlands but this time I wanted to do so with the other bidders as part of a JV. I was going to use all the cash I had agreed with my mentor to go for one final strike. Jan-Dirk at first was unsure that this was possible but when he heard my sense of urgency and willingness to put down cash, he invited me to back to his offices in Utrecht and felt there could be a solution. The next morning, I dashed off to the airport and flew back to Amsterdam. I landed early as I usually do and by this time I had gotten used to the city being on bicycles. I remember pulling up to a red light and seeing twin Dutch toddlers on the back of their mother’s bike waving at me. These Dutch and their bicycles.

I met with Jan-Dirk again and this time he was more forthright and eager to help out. He then dropped a few bombshells on me. First off, EBN, the Dutch state oil company, were an active bidder for Chevron Netherlands and were specifically interested in the oil side. I was shocked. The second bombshell was that they had put in a joint bid with an indigenous Dutch oil & gas producer called Oranje-Nassau Energy (ONE). Thirdly, EBN knew that apart from itself, Catalan and ONE, there was one more active bidder that wasn’t European or African for that matter but had no leads. Jan-Dirk pledged that EBN would join my new JV but that I had to meet the Chairman of ONE, Marcel, to get his buy in. In my presence, Jan-Dirk called Marcel and arranged a lunch meeting in London with Marcel and the managing director of ONE, Alex.

Back in London, I met with Marcel and Alex at a prestigious members club that both Marcel and I were members of. Marcel and I hit it off very well and found that we had a lot of mutual interests in common, more so he knew my mentor and on the strength of that would be happy to enter into a JV with Catalan and EBN. However, Alex, was slightly reticent. Alex, it seemed wasn’t too pleased that I was charming his Chairman right before him and wanted to put the brakes on this budding bromance. If he wasn’t careful this young Nigerian could even end up taking his job if this JV worked out. It then became a battle for control now between Alex and I on the fate of the JV. Alex proposed that the Catalan management team meet EBN and ONE at ONE’s offices in Amsterdam the following week to discuss the structure of this new JV and how we would formally propose to Chevron that we wanted to bid together for Chevron Netherlands. I agreed to this meeting. I would come with full force.

The following week, the Catalan team and I arrived in Amsterdam. I ensured that we arrived in style. I had the hotel arrange for five, brand new, jet-black Mercedes s-classes to ferry the Catalan management team to ONE’s offices. I wanted Marcel and Alex to know that we meant business and this wasn’t a Mickey Mouse affair. Marcel and Alex received us at the entrance of their offices. We certainly made an impression, it looked more like a state delegation had just arrived at ONE’s offices, ready to discuss oil & gas diplomacy.

We were taken up to their main conference room where we were introduced to the rest of ONE’s management team. Our meeting was to discuss two major points. First, if the JV was to be successful, how would we carve out the Chevron Netherlands empire? Secondly, if we were to agree to the first point, how would we approach Chevron and manage the bid process? The meeting became slightly contentious. EBN did not attend the meeting and didn’t need to. They made it clear that they were focused on the oil side of Chevron Netherlands and would only come in for the oil. ONE was also no small fry, they produced 60,000 barrels of crude and gas a day from their assets in the Netherlands and worldwide. They were not only keen on the gas coming from Chevron Netherlands but wanted operational control. This would leave Catalan as a mere financier/investor with no management control.

Tensions were flaring with no headway being made. I looked at Marcel and knew that he and I were both frustrated. I motioned to him for us to meet outside the conference room. Marcel waved to Alex to join us and I asked Tarica to step outside with me. The four of us walked over to Alex’s office for a man-to-man resolution meeting. I made it clear to Marcel and Alex that Catalan’s main objective was to use Chevron Netherlands as an Africa operator and would make our fortune from “selling” our technical know-how to wealthy, local investors in oil-rich producing nations with Angola and Equatorial Guinea as prime targets followed by Nigeria. However, Catalan would need to have management control of Chevron Netherlands as we know potential African partners would want to see the Afro side of an Afro-European oil company in control. Marcel agreed and Tarica re-emphasised my point. Alex however was keen for ONE to be an active player on the gas side as they saw the gas production and potential as the key driver for being involved in the first place. We agreed that Catalan would have management control but would let ONE drive the gas affairs in the JV with EBN doing the same for the oil. The empire had been carved. Lastly, we agreed that we would write a joint letter to Chevron notifying them of our intent to form a JV and permission to submit a joint bid for Chevron Netherlands. The four of us walked back into the main meeting and marshalled out the next steps to our respective teams. Marcel saw me off and we both felt like we were on the verge of something great. I spent a few more days in Amsterdam and revelled in the Dutch nightlife. I even bought a bicycle. On one fine Amsterdam afternoon as I rode my bike through town, I thought to myself, “I am about to be a Nigerian Dutchman”.

When I arrived off the plane from Amsterdam to London, I got a rather unnerving email from Alex of ONE. He was back to that power-playing game of his again which was becoming highly frustrating. Alex had written me stating that before EBN and ONE would agree to write a JV letter to Chevron they needed to see financial statements from Catalan, a substantial amount of money had to be put in an escrow account, and he listed another laundry list of conditions precedent (CP). I was surprised he didn’t ask for my birth certificate and my mother’s driving license. I thought to myself “Na wa o, this Alex bobo really has it out for me.” Alex had done this largely to checkmate me and show that he was the authority on the JV. It was all well and good for his billionaire Chairman, Marcel to say he was okay with it, but it was Alex that was responsible for managing the JV and not some young upstart. On the taxi ride back home, I thought to myself, it would take too long for Catalan to meet all of Alex’s CP’s and in that time Chevron could have announced a winner as I was well aware that there was another bidder still out there that we didn’t know of. Also, Alex was effectively making Catalan bid for ONE’s partnership. He would make Catalan sweat to earn partnership rights with ONE and EBN and then we would sweat further to convince Chevron of our JV. I decided this was a dangerous road to go down and I would not cave into Alex’s demands. If there was anything I excelled at in military academy two decades before, it was in military strategy and tactics. I was going to put all my training and knowledge to teach this Alex fellow a lesson. ONE and EBN were going to sign that letter I told myself. They simply had no choice.

I devised a plan, which I fine-tuned with the other two directors of Catalan. I made sure not to discuss the plan with Catalan’s management team for fear that it could leak out. The Catalan directors agreed that for our plan to be successful, I in particular would have to eat humble pie. I had to reach out to Edgar and I’d also have to pay that princely sum of his. In addition to Edgar, I needed to get French banker, Guillaume Leenhardt on board. Guillaume, I had known since I was 13 years old and I’d come to find out that he was a close friend of Marcel. I met with Edgar for a steak dinner. I swallowed my pride and apologised profusely for our last meeting that didn’t go so well. I told Edgar that I wanted him on my team now on a full-time basis. Edgar knew he was needed now more than ever and cheekily asked for twice the amount he had originally requested for. This was no longer a princely sum but a king’s ransom. I did the math. It was worth it. I called my Bankers and made sure Edgar was paid. That was the first chess move. I called Guillaume and he just happened to be in London. He asked me to meet him in Hyde Park by the serpentine lake. I arrived at the lake and saw Guillaume sitting on a bench, feeding bread to ducks. It was like something out of a spy movie. I briefed Guillaume on the whole Chevron Netherlands saga and he was impressed to say the least, “You’re as ambitious and as crazy as your father… I like it!” With that said Guillaume was on board. More chess moves. My plan for Alex was now set in motion, it was a mixture of “good cop-bad cop” and what Yoruba’s from Nigeria call “Ogbon agba”, loosely translated to “An old man’s wisdom”.

I emailed Alex, copying Marcel and key members of ONE, EBN, and Catalan’s management team. I wrote that Catalan was no longer interested in partnering with ONE and EBN. I reminded them that Catalan was invited to bid by Chevron and Jeffries because of our cash raising ability. Alex’s list of CP’s was a slap in the face to Catalan and had personally offended me and my mentor. In the same email, I instructed the Catalan management team to cease all communication with ONE and EBN. The email was a tsunami. ONE and EBN couldn’t believe that they had just been dumped. Imagine telling the prettiest girl in school that you were planning to take her to the prom, she thought she had you wrapped around her finger, and then in one ninja move, you tell her you are no longer interested. This dejection is what Alex and co. were now feeling. How could ONE and EBN be told to bog off and most of all by this small boy? It put them in a state of cataclysmic shock. Bad cop. I then called Edgar and Guillaume that I had to write such a nuclear bomb of an email because my mentor and investors were unhappy that ONE was trying to shift the goal post. I asked Edgar to reach out to Alex and the ONE management team since he knew them well to speak some sense to them, stating that I wanted to partner with them but that my mentor and investors were the ones holding me back, that they were about to lose out on a fruitful partnership. I then reached out to Guillaume to do the same with Marcel. Good cop. More chess moves. A week went by. The Catalan team, still bewildered, called me to reverse the decision in my email, pleading with me that my stance was suicidal. I refused to budge. Edgar was making progress with Alex. Alex began to feel that this whole mess was now his fault and didn’t want to look bad in front of his organisation and EBN. He caved in and with his contrition, EBN were on board. It was now left for Marcel to give the final green light. Marcel was enjoying a cruise on the Greek seas on his lovely yacht and was a little hard to reach. Guillaume finally reached him. Marcel agreed. Checkmate. Ogbon agba!

I drafted the JV letter to send to Chevron. The reward for my victory. I emailed it out to ONE and EBN. One hour later the letter was sent back to me with their signatures. I signed the letter and then forwarded it via email to Chevron and Jeffries with the Catalan management team in copy. Tarica called me and wondered how I’d pulled off such a coup. I told him they don’t teach such at Harvard Business School, that this was native Nigerian business sense. We both laughed. Chevron on the other hand wasn’t laughing. In the words of Jeffries, “Catalan was taking over the bid process”. Chevron now knew that it wouldn’t be too long before the last bidder was found and coerced into the Catalan-led JV. Chevron is one of the wealthiest companies in the world and also one of the smartest. They made a few chess moves of their own. They decided to stall and told the JV through Jeffries that they needed some time to consider our proposal. They would cleverly use this time to tidy up the bid with the last, final bidder. A week passed by and I knew this was a race against time between Catalan and Chevron. If Catalan found this last bidder the game was up and Chevron would have to cede Chevron Netherlands to the Catalan-led JV. Chevron for their own part, needed to wrap things up with the last bidder because if not, they would have been outfoxed by Catalan and might end up having to sell Chevron Netherlands for a much smaller sale price. Worst still, there was no way they would lose their Dutch empire to me of all people.

I called both Edgar and Guillaume, asking them to use all their contacts and resources to find the last bidder. I arranged a conference call between Catalan, ONE, and EBN with a clear order to find the last bidder and that once we found them, the bid was ours for the taking. During my time in the family business, as a director in the upstream oil & gas business, I had a close working relationship with Chevron Nigeria and knew its managing director. I dug deep into my email and found emails years back between Chevron’s senior management based in Houston and I. I reached out to the Chevron Houston team and went into full salesmanship. The Catalan-led JV was well suited to buy Chevron Netherlands. We were a mix of cash (Catalan), operational experience (ONE), and government-state backing (EBN). There was no better group to sell to. Chevron Houston asked for time to consider. Guillaume had come up with no leads but Edgar had, the kings ransom I paid for his services was showing dividend. Edgar had gotten in touch with Martin Lovegrove, a senior adviser to the global CEO of Chevron. Martin informed Edgar, that the Chevron global deal team sitting at headquarters in California – Chevron San Ramon, were debating what to do. It was becoming an internal debate between Chevron Houston and Chevron San Ramon on whether to conclude with the last bidder or pivot to the Catalan-led JV. I waited on the outcome. My 30th birthday was on June 21, 2014. I had planned a big comic book inspired costume party to ring in my special day but I cancelled all those plans. I felt Chevron Netherlands was slipping away from me and this was not the time to celebrate anything.

On July 14, 2014, I received a letter from Chevron. They had made up their mind. Chevron San Ramon had their way. There was to be no room for the Catalan-led JV and they were concluding the sale of Chevron Netherlands imminently. To say I was devastated wouldn’t capture how low and defeated I felt. Chevron Netherlands was destined to be mine. I was going to ride back into Africa on my Trojan Horse and become King. I had given every part of me, every fibre of my being and it was immeasurably painful to come so close to victory and lose. ONE and EBN wrote to Catalan formally withdrawing their participation in Chevron Netherlands. They had sailed off into the North Sea sunset. I stubbornly refused to give up and wrote another letter to Chevron that Catalan would be prepared to pay up to USD 100 million for Chevron Netherlands. Frankly, I didn’t know where I was going to find the money but I was throwing one last shot out there when in actuality it was no more than medicine after death. A few days after my last pitch letter, Richard Kent sent me an email; Chevron Netherlands had been sold to Petrogas of Oman. The last bidder, the mystery company I couldn’t find. I’d later come to find out that USD 50 million plus an absorption of all the abandex was the winning formula for the bid – the same formula that I had proposed to my management team but they had pushed back on. This was a painful lesson to always trust my instincts, no matter the circumstance. Edgar later told me that if I had brought him on from day one, the first question he would have asked me was, “What amount are you willing to pay for Chevron Netherlands, given what you wanted to use it for in Africa?” I told Edgar that the price I would have paid was USD 50 million. I should have paid Edgar his princely sum the first-time round, never again would I let ego or pride cloud my judgement.

Members of the Chevron team in London called me. They congratulated me on a well-fought bid and marvelled at my ability to push them so hard in their own bid process. Richard Kent of Jeffries took me out for a drink. He told me I was the type of bidder he liked working with, tenacious and aggressive. Richard wanted to know if I was interested in another bid, something was coming up in Italy. I told Richard I was done. I looked finished. I said goodbye to the Catalan team and paid their fees. Tarica took me out for a meal, trying to encourage me. We joked about how legendary this bid was and how I had brought back Catalan’s quest to life on multiple occasions when all seemed lost. This was all consolation. I thought, no one remembers the 1st runner up, second place is just not first place. My mentor called me and told not me not to be hard on myself, that this was all a learning process and that it would shape me for further battles in the future. I agreed with him but nothing could make up for my loss.

Whilst I lay in bed that night, one of my closest confidants nicknamed Heisenberg and a director in Catalan called me. I remember our conversation like it was yesterday. Heisenberg said, “Mr. P, how many people are given the opportunity you had at 29 to buy Chevron Netherlands? How many Nigerians can ever say they were in a competitive bid to buy an oil & gas company in Europe and almost won? How many young men at your age with the same background, simply settle for less? But you went out into the real world and fought hard and fought valiantly. You got one of the largest indigenous Dutch oil companies and the Dutch state-run oil company to partner with you. You might have lost but you won. Take this as a privilege and that God himself is shaping you into a Man and not just any Man.” He was right and I agreed. Heisenberg advised that I head off to the one place that always rejuvenates my soul… Los Angeles. I got up out of bed, walked down into my study, went online and bought a ticket for the next morning’s flight to Los Angeles. I would go away for two months.

I arrived in Los Angeles half a day later. I sat in my apartment for the first two days. I barely ate and just stared into nothing. This was the cathartic process to get over my loss. Then I got into my car and drove to Malibu. There is nothing more peaceful than a scenic drive down the Pacific Coast Highway (PCH). The Pacific Ocean waters out to infinity on your left and there are cliffs, bluffs, and stunning mountains to your right. The California sun in all its warmth shines down and that good Cali fever infects your soul. This was Californication at its finest. I enjoyed my two months in Los Angeles. I partied hard, went to the Drake vs. Lil Wayne concert at the Hollywood Bowl, sat courtside and watched Kobe Bryant of the Los Angeles Lakers play a good game, ate well and one night dined at BOA steakhouse on Sunset – at the table in front of me was an orange haired business man named Donald Trump, if only I had a crystal ball then. I went to Disneyworld and had a blast. California had healed me. I was okay again. I thanked God not only for the opportunity and the experience but also for blessing me with a good life. He had taught me some valuable lessons and helped me discover new parts of myself I didn’t know existed. Heisenberg was right, I was becoming a Man in the true sense of the word.

A year later, I moved back to Lagos for a few months to be closer to my family and to take a break from work. A South African company, HKLM that had helped my father design the logo for his telecoms company were in Lagos doing some further design work for my father. My father always uses a bull as his personal insignia and it had become synonymous with him. Gary Harwood of HKLM asked me if I wanted my father’s bull insignia adorned on any clothing or stationery. I told Gary that I wasn’t a bull and that my father was “the bull”. Gary countered and said, “Well Paddy if you are not a bull, then what are you?” I paused for a moment, thinking. My mother was born on August 2nd, 1950; she is a Leo by star sign. Leo’s are lions and I was my mother’s lion son, her Simba. I told Gary, “I am a Lion. I always have been and always will be.” Two weeks later Gary sent me a design of my own personal insignia, it was a Lion’s head. We made a few tweaks to make the Lion look more intimidating yet regal and Gary sent me the final design. In a very clever and touching way, Gary and his team had woven some of my facial features into the design of the Lion’s face. This Lion no matter who might see it or who might copy it would have me staring right back at them. I thanked him for a wonderful present.

I called Remi and told him that I was back in Lagos. He invited me over to his palatial and modern home. He liked my Lion’s head insignia that I had stitched onto the pocket of my native Nigerian kaftan. We sat down for hours and talked business and politics. Then Remi asked me what was I doing in London all that time, away from the family business. I was happy to tell him about Chevron Netherlands at this point, the deal was done and over. Remi looked at me in astonishment, “You mean you took on a whole Chevron, with no noise, no fanfare and none of us knew? Ahh bros you try!” We laughed it off. Remi then revealed the biggest bombshell of my Chevron Netherlands adventure. The managing director of Petrogas of Oman was a close friend of his and he knew he was bidding for Chevron Netherlands at the time. If I had told him what I was up to when we saw in London, whilst I was searching for the last bidder, he would have introduced us. I was blown away. There it was that whole time. That mystery last bidder that I had searched so hard for was there for my taking and it passed right by me.

I went back home that night and made myself the strongest drink. History couldn’t tell this story. I would have to.

THE SUBJECT OF FAITH BY POJU OYEMADE

The greatest damage to the Christian faith may be a mindset that crept in where we now think “there exists a short-cut to reality.” This mindset is the cause of an upsurge of “miracle meetings” where people think without any real walk with God or fellowship with Him, we can show up at these meetings, get empowered and get results instantly circumventing every form of process.

There is a place for supernatural encounters with God and empowerment but it must be seen as a part of the process and not an end in itself. It is like a great outburst of rain that may make a farmer happy but he does know that a singular event in itself cannot bring the harvest. He must daily apply himself in the fields if he is to get results at the end of the day.

This mindset may have ruined the concept of discipleship, developing the customs of the Spirit of God through which Christian character is formed causing the grace of God to manifest itself in the habits of our life. It almost now sounds like the one who went through a process and applied himself diligently to put himself in a position where they are “qualified” doesn’t really understand “unmerited favour”

There was something in the Scripture I had wondered about for years. Jesus said all one required was faith as a grain of mustard seed to do the impossible yet at the same time, He reprimanded His disciples for their unbelief saying “o ye of little faith.” If all that was required to do the impossible was faith the size of a grain of mustard seed which was the smallest of all the seeds in Israel at that time, why then condemn our little faith?

First, the mustard seed faith which gets the impossible done.

Matthew 17:20 “And Jesus said unto them, Because of your unbelief: for verily I say unto you, If ye have faith as a grain of mustard seed, ye shall say unto this mountain, Remove hence to yonder place; and it shall remove; and nothing shall be impossible unto you.”

Then the little faith which he reprimanded.

Matthew 14:31 “And immediately Jesus stretched forth his hand, and caught him, and said unto him, O thou of little faith, wherefore didst thou doubt?”

Matthew 8:26 “And he saith unto them, Why are ye fearful, O ye of little faith? Then he arose, and rebuked the winds and the sea; and there was a great calm.”

It was Dr Creflo Dollar who showed certain things from the scriptures that further opened my eyes to this. The little faith doesn’t speak to the size but the length of time. It means you simply had a momentary outburst of faith which wasn’t sustained. It’s like a man who comes for a service, shouts and screams but by Tuesday morning when the “rubber meets the road” you wonder where all the shouts disappeared to.

The mustard seed faith speaks not to the size. Though it may seem small at the moment the person understands he has to plant that faith by speaking God’s words(revealed will) and then stay with it as a farmer stays with his seeds, watering and nurturing them to fruition. The seed will go through a process and through different seasons as it matures and manifests itself in getting the impossible done.

Somewhere we have allowed the lure of the instantaneous draw us away from true scriptural living into false enticements of short-cuts where we are enmeshed in a whirlwind of ever changing feelings drifting away from scriptural facts that form the basis of our faith.

AUDIO & Video: I Proclaim – Dunsin Oyekan | @dunsinoyekan #trmusichub

Nigerian Artiste Dunsin Oyekan makes an exceptional music release titled ‘I Proclaim” – recorded live at Paragon Studios in Nashville, Tennessee in the United States.

This is the story of my life!!! I believe this is your story too.. Let this be your anthem” – said Dunsin “I reckon that the crown people place on me is made possible only by God’s Grace and I have returned to PROCLAIM it – God’s Grace!”

Listen & Download  Below;

 

This song was recorded,  featuring Parris Bowen, Calvin Rodgers, Dana Sorey, Phil Hugley, Tom Lane, Alan Snoop Evans II and Kiko Negron. Watch Below;

Lyrics

I Proclaim
You are the One backing me up
I Proclaim
You are the One
Showing me Mercy

You are the One (x4)

I Proclaim
You are the One backing me up
I Proclaim
You are the One Making things Happen
Showing me Mercy

You are the One (x4)

We Proclaim
You are the One backing us up
We Proclaim
You are the One Making things happen
Showing us Mercy

You are the One (x4)

And its Your Grace
Anything nice we have to say
Its Your Grace
Whatever crown placed on me
Its Your Grace, It’s Your Grace
Everything about me

Pastors Need Friends Too

What makes a pastor persevere in ministry?

The Lilly Endowment invested $84 million over 10 years to study and support the practices that allow Christian pastors in America to sustain excellence over the years. They funded 63 projects across 25 different denominations and traditions. Each organization made a similar discovery: relationships with peers are the key factor to pastoral longevity.

I’ve worked with and provided pastoral care for pastors in various forms for the last seven years. For the last five I’ve helped nearly one hundred pastors develop the characteristics they need to stay happy and healthy in ministry. My results aren’t as scientific as the Lilly study, but I concur: Pastors need real, intimate, vulnerable friendships, if they are going to last in ministry.

Yet pastoral isolation is common. Sometimes it’s self-isolation, either out of a fear of being known or a fear of being hurt again by those he considers friends. More often, though, it’s a public isolation, caring for and befriending many, with very few friends to care for him. A pastor can seem like he’s known by many — he reveals a bit of himself each week to hundreds or thousands — while he’s really known by few. Revelations of himself during sermons are often like revelations over social media: Controlled vulnerability that keeps people at a distance either through over- or under-sharing.

It’s tough to blame them. Pastoral work can be dehumanizing. People know and appreciate you for the work you do — the sermons you preach, the care you give, the prayers you pray, the visionary leadership you provide — more than who you really are. Since you perform publicly every week, appreciation can be a fickle thing. Good counselors guard against dual relationships, knowing it’s nearly impossible and often unethical to have a personal friendship with a professional client. Pastors experience some of that reality as well.

The author of Hebrews reminds us that loneliness and isolation impact our spiritual health as well: “Exhort one another every day, as long as it is called ‘today,’ that none of you may be hardened by the deceitfulness of sin” (Hebrews 3:1). We weren’t meant to live in isolation; we — pastors included — need daily, meaningful affirmation from others if we are to be successful in fighting sin.

In Psalm 25:16, David asks God to be near him, for he is “lonely and afflicted.” David models the right response to feeling lonely: a longing for intimate relationships. That longing is not a sign of selfishness or weakness. It’s simply an acknowledgement that you are human. God never intended for any of us to live in isolation. God doesn’t live in isolation; there is perfect communion within the Trinity. Created in his image, we are made for relationships, with him and with others. That’s true of all of us, including pastors.

Made for Relationship

We — pastors included — were made for relationships, with God and with others.

Like anyone else, a pastor’s relationship with God must be primary. If a pastor doesn’t have a relationship with God that is continually growing in intimacy, he will demand more from his relationships with others than they are capable of giving him. Therefore, a pastor must constantly work to deepen the intimacy in his relationship with God.

The Bible, prayer, and the sacraments are the means God gave his people to grow closer to him (Acts 2:42). They are not only tools a pastor uses to do the work of ministry; they are also the God-given means to deepen the intimacy in his relationship with God.

But God didn’t create us to live only in relationship with him. He created us to also live in community with others. That larger community is found in the local church, which the pastor leads. And this leadership can often seem isolating; it’s really tough to be both a friend and a leader. This leaves the pastor with a relational need — a relational need that is too great for a wife to carry by herself.

A pastor needs his wife as his friend, but not his only friend. She often feels isolated and alone, carrying ministry secrets and her husband’s secret doubts and struggles, ones that are not disqualifying sins, but also are not things that should be shared indiscriminately.

A pastor also needs more than ministry partners or co-workers. They are helpful. They can provide companionship. But you can have a lot of co-workers and still be lonely. Friends don’t just partner on projects; they partner in life.

Friendship Takes Intentionality

I’ve found the people best suited to be a pastor’s friend are fellow pastors, most often those in a different church. It’s easy for pastors to look at other pastors and borrow the phrase C.S. Lewis says is at the start of every friendship: “You too?” Pastors are usually willing to take the next step of vulnerability with another pastor and continue, quoting Lewis, “I thought I was the only one.”

For a friendship to grow from there, it requires intentional effort.

To put in that effort, you must view friendship not as a luxury, but a necessity. When David writes, “Behold, how good and pleasant it is when brothers dwell in unity!” (Psalm 133:1), he is both celebrating the gift of friendship and encouraging us to think back to Eden when everything — including friendship — was good, just as God designed it to be. The Psalm ends with “life forevermore,” encouraging us to think forward to eternity when everything will forever be as it should be (Psalm 133:3). Friendship isn’t a luxury; it’s a blessing God gives us now because he loves us. God is, as Lewis wrote, the one working behind the scenes to make our friendships happen and help them last.

Not only are friendships good for our health and longevity in ministry; they also are essential to our perseverance (Hebrews 3:12–13). It is wise to have friends (Proverbs 17:1727:9–1017). It is right to need friends. Paul, in the midst of an incredibly hard time, found real comfort when Titus arrived (2 Corinthians 7:6–7). At the end of his life, Paul lamented his loneliness and asked Timothy to come visit him before he died (2 Timothy 4:9–16). The greatest man who ever lived, Jesus Christ, experienced the gift of friendship with John. John was more than just a partner in ministry; he was the friend Jesus loved (John 13:23).

The intentional effort required for friendship can be described as making room in your life for others. It means you will make room in your schedule, budget, ministry goals, and family life for friendship. Friendship can’t be squeezed into an already tight schedule; it requires intentionality and it requires sacrifice.

Pastor, friendship will cost you time, money, and the opportunity for more ministry achievement. And it will require vulnerability, which means you probably will get hurt. Vulnerability can come as you admit your need for friendship: take a risk to give and receive the gift of friendship. It will be worth it. Blessing — for yourself, your family, and your people — is bound up in your friendships.

Avoiding Pride in a World of Selfie Sticks and Social Media Platforms

Well, the Bible says in the last days the world will be overrun by people who will be lovers of self. Perhaps it’s not a stretch to say that in the end, people will be lovers of selfies and selfie-sticks? But really, when do our social media project a corrupt self-love at work inside of us? That’s today’s question. “Hello, Pastor John, my name is Ed, a 22-year-old Filipino. I read in the Bible, ‘But understand this, that in the last days there will come times of difficulty, for people will be lovers of self’ (2 Timothy 3:1–2). Based on this passage, do you believe vlogs, selfies, and self-focused social media are a cultural sign of this self-love emerging in our culture? What warning would you sound to Christian smartphone users tempted in this self-promotive way?”

Yes and No

Let me answer with a double yes and no — two yeses and nos.

“God gave us a self, not so that we would have something to exalt in, but something to exalt with.”

First, yes. Vlogs, selfies, and self-focused social media are often (not always) an expression of the self-exaltation, self-preoccupation, and self-fascination of these last days. But no, these new technologies are not the emerging of such final experiences of sin. They’ve always been there. The new technologies are giving new ways to express old sins.

That’s my first yes and no: Yes, these are the manifestations of the end-times self-love, and no, they’re not just now emerging.

Here’s the second yes and no. Yes, these are the last days, and we should be looking keenly and expectantly and hopefully and joyfully for the coming of our precious, longed-for, all-satisfying Lord Jesus. But no, these are not yet the very last days. But they are very much like the last days that began two thousand years ago in the first century.

Beginning of the End

Now, let me try to explain. When Jesus came into the world as the long-expected Messiah, he declared the arrival of the kingdom of God, which the Old Testament anticipated as part of the last days.

“The judge is standing at the door. Be ready. Be alert. You’re going to be called to account.”

When Peter stood up on the day of Pentecost and tried to explain the extraordinary events of the outpouring of the Holy Spirit, he said, “This is what was uttered through the prophet Joel: ‘And in the last days it shall be, God declares, that I will pour out my Spirit on all flesh’” (Acts 2:16–17). In other words, these events that you’re looking at right now (AD 33) are the fulfillment of promises made for the last days.

The last days were there in the first century right after Jesus had come. Take Hebrews 1:1–2, for example: “Long ago, at many times and in many ways, God spoke to our fathers by the prophets, but in these last days he has spoken to us by his Son.”

The coming of Jesus is the beginning of the last days. First Peter 1:20 reads, “He [Christ] was foreknown before the foundation of the world but was made manifest in the last times for the sake of you.”

Two Thousand Years of Selfies

Ever since the time of Jesus, 2,000 years ago, we have been living in the last days, looking expectantly to Jesus, who stands at the door. We know this is the way that Paul was thinking even in the very text that Ed quoted about self-love.

Paul says, “But understand this, that in the last days there will come times of difficulty” (2 Timothy 3:1). Then he says to Timothy, “Avoid such people” (2 Timothy 3:5). Whoa — I guess they’re here. They’re not just coming 2,000 years later.

In other words, Paul is talking about Timothy’s own situation. This kind of person comes in the last days. Now, Timothy is to avoid them because these are the last days, and the people are there.

You shouldn’t be surprised or swayed by them. Well, besides saying that the judge is at the door, we should be always alert and ready to give an account to the Lord Jesus when he comes. Ed asked me what I would say to people on vlogs. That’s what I want to say. The judge is standing at the door. Be ready. Be alert. You’re going to be called to account. That’s the first thing I’d say.

Longing for Happiness

Then here’s the last thing I’d say. God gave us a self, not so that we would have something to exalt in, but something to exalt with. He gave us a self, not to be the object of our joy, but the subject of joy. That is, not to be the focus of happiness in front of the mirror or the selfie, but the furnace of happiness in front of Jesus.

“Our desires are meant to lead us to God, in whose presence is fullness of joy.”

He gave us a self not as an instrument of self-worth, but as an instrument of worship. The self is and is meant to be a desire factory. The point of all those desires is that there is a joy outside ourselves that they point to.

Our self is an endless manufacture of desires for something beyond the self. This factory of desires is not the dream. This factory has a dream. It isn’t the dream. It is producing all these desires because, out there somewhere, there’s a dream.

They’re all meant to lead us outside ourselves — indeed, outside the world, because nothing in this world finally satisfies. The desires of the human self are meant to lead us to God, in whose presence is fullness of joy and at whose right hand are pleasures forevermore.

That’s what I’d say to the self-absorbed user of social media. The self was never meant to satisfy us. The self was never meant to find satisfaction in the perception or promotion of self. The self was made for God.

NEWS/Music: Snoop Dogg Releases First Music Video for Gospel Album

Snoop Dogg recently debuted his first gospel album called “Snoop Dogg: Bible of Love.” Now, he’s released the first official music video for his single, “When My Words Are Few.”

The song features B.Slade, who also helped produced the album. It’s a cover from one of his own songs back when he was known as Gospel superstar Tonex.

MUSIC: Yahweh – Sister Victoria Oluwasesan | @voluwasesan

Nigerian Artiste Victoria Oluwasesan stage named Sis Victoria Oluwasesan has released a new song titled Yahweh from her upcoming album which is set to be released March 2018.
Yahweh is an expression of her love to God in worship for all He has done. This song is a song of thanksgiving to God, with a blend of afro pop tune.
Victoria Oluwasesan is a song writer and worship leader at The Redeemed Christian church of God, married with children.

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