A growing conversation among Nigerians in the diaspora has reopened debate about workplace fairness, cross-border pricing, and the clash between global market realities and cultural business expectations.

The discussion gained momentum after UK-based tech professional Tosin Olugbenga shared his experience of being hired as a technical advisor for a startup also operating from the United Kingdom.

According to Tosin, despite both parties residing in the UK, the founder requested that his salary be paid in Naira, citing convenience. Tosin said he agreed to the arrangement, believing it would simplify payment logistics.

However, he explained that tensions emerged when payment became due at the end of the month. Tosin stated that after holding several meetings with the founder and engineering team, designing the technical architecture, and mapping out implementation plans, the founder questioned the value of his contributions and requested justification of his work.

Tosin suggested the situation raised broader concerns about how some founders treat diaspora professionals compared to employees working remotely from Nigeria. He wrote that if such behaviour could occur between professionals operating under the same UK labour environment, it raised questions about how similar employers might treat workers located in Nigeria.

The post triggered strong reactions from other professionals who described similar experiences. Abdulmuiz Adeyemo argued that the situation often follows a predictable pattern where employers begin by requesting payment in Naira, later question deliverables, and eventually renegotiate or delay agreed compensation.

He suggested that such arrangements may sometimes be used to bypass UK payroll systems, employment protections, and financial accountability structures.

Several contributors framed the issue as cultural rather than purely financial. Iyeneomi Ogoina described what she called a longstanding mindset in parts of the Nigerian corporate environment, where employers approach service providers with the belief that offering work is itself a favour rather than a commercial exchange.

Other respondents warned that such attitudes could damage business growth. Cjay Nnadi stated that he had seen promising startup ideas collapse because founders attempted to cut costs by undervaluing professional expertise, arguing that long-term losses from poor execution often outweigh short-term savings.

As the discussion expanded, a separate but related argument emerged from another diaspora professional, David Ade, who examined the issue from a pricing and global market perspective. David questioned why diaspora customers should patronise Nigerian service providers if pricing structures mirror or exceed costs in higher-income economies without matching infrastructure or consumer protections.

David argued that global outsourcing practices reflect economic realities rather than exploitation. He referenced multinational corporations establishing call centres in countries like India, explaining that businesses typically outsource work to manage operational costs.

According to him, expecting diaspora clients to pay UK-level prices for services delivered from Nigeria could make those services less competitive internationally.

His argument generated a wide range of responses reflecting the complexity of diaspora business relationships. Sanusi Bolaji linked the issue to the popular entrepreneurial message of “charge your worth,” warning that the phrase can sometimes be interpreted without considering market competitiveness.

Miss Iloka said she would struggle to justify paying UK-level prices for Nigerian goods when consumer protections, delivery timelines, and refund policies were often less reliable than those available locally in the UK.

Others supported pricing flexibility. Oscar Paul suggested that businesses should adopt dual pricing models, charging foreign clients differently while maintaining affordability for Nigerian consumers.

Kola Ogunshola recalled purchasing a Nigerian-discounted Office365 licence that failed to function due to regional restrictions, forcing him to buy the international version instead. He used the experience to illustrate how global pricing strategies are often shaped by purchasing power and software licensing regulations.

Additional contributors argued that location-based pricing is already standard practice internationally. Buzz noted that salary variations based on geography occur even within developed countries, while Adewumi pointed out that workers in cities like London often receive higher compensation due to living costs.

Dozie added that business owners who demand foreign-level pricing while operating under Nigerian cost structures may struggle to justify the disparity.

Some participants emphasised market freedom. Big Soags argued that businesses have the right to set prices, but customers also retain the right to choose alternative providers if value expectations are not met.

ItDependsGuy warned that unrealistic pricing could push Nigerian professionals out of competitive global markets, referencing how American companies frequently outsource specialised services to regions offering balanced cost-to-value ratios.

The combined conversations have highlighted tensions within diaspora entrepreneurship, particularly where shared nationality intersects with professional relationships. Many contributors stressed that while cost-of-living differences and global outsourcing are legitimate economic factors, they should not justify exploitative employment practices or disregard professional agreements.

For many diaspora professionals, the exchange reflects a broader adjustment period as Nigerian-founded businesses expand internationally while navigating legal, cultural, and economic expectations across multiple jurisdictions.

The discussion also underscores the growing insistence among skilled diaspora workers that professional standards should align with the regulatory environment where work is performed rather than being shaped solely by shared cultural ties.