Lifestyle

From marketing memes to marketing brands, Ahmad Yasir’s journey to perfection

Published

6 years ago

May 19, 2020

Ahmad Yasir, a serial entrepreneur, an investor and an LLC holder has proved himself as a reliable power in the realm of Instagram and beyond. With the rise of guerilla marketing, Ahmad availed of an opportunity to jumpstart his career at a very young age. From a degree in Biology to coding in Javascript, Ahmad started delving into the universe of sophisticated social media algorithms and viral content. Ahmad creates ad campaigns for companies on Instagram, Facebook, YouTube, and now Tik Tok, simultaneously managing his Instagram meme pages. As a familiar face in slapstick comedy, Ahmad knows that there are specific legal and precautionary measures to be taken prior to working with any client, organization, or entity. Ahmad Yasir has self-employed himself as a CEO and an expert of Instagram trade through the usage of social media platforms like Instagram influencer group chats, Discord, and Telegram.

Bouncing Back

Six years ago, when Instagram was the hottest topic for surpassing Twitter, Ahmad took the opportunity to create his Instagram meme pages. Aa a youngster, Ahmad’s childhood was humbly active and predominantly studious. He excelled in Maths and Science and so forth chose to graduate in Biology.

At the age of 22, he opted out of Biology to carve his career path. Instagram came as an extraordinary opportunity. He started his Instagram pages @reactions and @ghetto in 2015 to add a bit of humour in people’s mundane lives. Filled with hilarious videos, memes, quotes, photos, and captions, @reactions and @ghetto will take you down a veritable rabbit hole of web comedy. Connecting with people from all over the world through a single platform, each one packs big comedy into the smallest of places. Indeed, it’s not easy evoking laughter with a few seconds of video or a single photo, but Ahmad Yasir makes it happen over and over again. That’s what his Instagram meme accounts are all about.

Ahmad grew both of his pages organically starting from zero. With captivating content, broad audience appeal and consistent aesthetics, @reactions gained its first exponential growth with a whopping 5 million active followers. @ghetto is slowly gaining its pace as at 2.7 million active followers. With an enormous base of positive referrals, organic reach, and an impeccable reputation, Ahmad expanded his meme factory by acquiring @EPIC and @hood.

From Memes to Marketing

With the ability to go viral and increase brand exposure, Ahmad soon founded his company Instareach LLC, introducing brands to meme marketing. His mastery in viral content, meme marketing and sales in conversion has helped him handle high profile brands’ social media marketing. In no time, he started creating and coordinating paid advertisements for PUBG (Player’s Unknown Battle Grounds) and promoted ‘Game of War’ app to gain high downloads. Ahmad’s meme pages were recognized as an alternative to connect with a brand’s audience.

He further collaborated with Fashion Nova, a notoriously-edgy fashion brand worn by athletes, actors and artists and expanded its online reach. With his niche to grow brand reach through his skillsets, Ahmad gained a strong reputation for himself as a professional marketer.

Keeping up his harmony with the Biology degree and Instagram, Ahmad believes in expanding his boundaries to diversification. Ahmad’s scores in Biology were decent enough to help him land on a career, safe and sound. However, he chose a creative and flexible path for himself. Ahmad’s rational pursuit of Instagram algorithms is remarkable and innovative. The way he has mastered ROI, sales conversion tactics and engagement methodology is no less to rocket science. From funny memes to marketing brands, Ahmad stuck to one niche and strategy to fine-tune brands’ online presence. After having achieved so much, Ahmad has more he wishes to accomplish. From an ice-cream chain to making real estate investments, he does not want to have an ultimate goal.

Staying consistent on Social Media is a tough nut to crack. However, when you perceive your content as your audience, you’d exactly know their requirements. Ahmad Yasir @amad is one such example.

Lifestyle

Why Toba Ogunremi Believes High-Performing Teams Start with Belonging, Not Pressure

Published

2 days ago

July 23, 2026

Michelle Langton

Most teams don’t fall apart all at once. It happens slowly, missed conversations, quiet disengagement, people doing what’s required but nothing more.

Toba Ogunremi has spent years working inside care environments where that kind of shift is easy to miss until it starts affecting everything. Leading operations at Samorem Care in the UK, he has seen how systems can appear stable on the surface while teams underneath struggle to stay connected to their work.

One experience early in his career changed how he looks at leadership entirely.

He had taken over a team that wasn’t in crisis, but it wasn’t working well either. The people receiving care were safe, but they weren’t thriving. The same was true for the staff. There was no urgency, no energy, just routine.

The usual solution would have been to tighten control by setting new targets, increasing supervision, and creating performance plans. He didn’t do any of that.

“I started with conversations,” he says. “Real ones. Not rushed, not formal.”

One by one, he spoke to each team member. What came out wasn’t frustration with the job itself, but something quieter and harder to spot.

“They weren’t disengaged because they didn’t care,” he explains. “They were disengaged because they felt unseen.”

No one had asked what they thought. No one had taken the time to understand how they were coping. Over time, that absence had turned into distance. That moment stayed with him. It shaped how he leads today.

His approach is simple, but not always easy to apply: people perform better when they feel they belong.

He believes high performance usually comes when people feel like they genuinely belong and know that what they do actually matters.

In healthcare, where pressure is constant and expectations are high, this idea can sound secondary. The focus is often on outcomes, compliance, and efficiency. Toba doesn’t dismiss those things, but he questions what happens when they become the only focus.

Even when all the processes are in place, if the people delivering the care feel disconnected, it eventually reflects in the quality of the work.

At Samorem Care, this thinking shows up in small but consistent ways. Recruitment is not just about experience. It’s about how someone responds to people, how they handle pressure, and how they communicate. Once they are in, the focus shifts to keeping teams stable and supported, rather than constantly rotating staff or reacting only when something goes wrong. He also pays attention to how leaders show up day to day.

According to him, leadership is not just about giving direction; it’s about being present enough to understand what your team actually needs.

That presence matters more in care than in most industries. The work is demanding, often emotional, and not always recognised for what it takes. When teams feel stretched or overlooked, it affects how they interact with the people they support.

For Toba, resilience is less about constant pressure and more about creating a work environment where people can do their jobs well without burning out. In his view, strong teams are not just coping; they are supported enough to stay clear-headed and consistent in their work.

His background outside healthcare still shapes how he leads. Having worked in sales and communications, he understands how important it is to read people and build trust. In healthcare, though, the impact is far more direct, as decisions affect someone’s everyday life, not just an outcome on paper.

That shift makes leadership more personal. Teams need more than instructions; they need stability, clarity, and a sense that they are understood. What defines Toba Ogunremi’s approach is its simplicity. He focuses on being consistent, listening carefully, and addressing issues early rather than reacting late.

In the end, his belief is straightforward: teams perform better not because they are pushed harder, but because they feel valued and part of something that works.