I think of myself first as a business leader, and then as an HR leader. By this, I see myself as having a key role to play in setting the overall business direction and goals, in delivering broad organizational objectives. I consistently seek to create teams with deep capabilities to deliver business results through a “people agenda”. Achieving this feat means creating compelling commercial narratives that draw in the team to the organizational cause. What this translates to for both team and organization is an improved bottom-line, and iterative process for responsibility management. I understand that the level of technical HR knowledge or skill is not a strong predictor of success in a role. And so, far more important to me is the ability to establish credibility with a wide range of stakeholders, build an innovative and effective HR function and play a full-time role as a corporate leader. I have successfully converged HR and business roles to serve high growth industries in Nigeria, of which are financial services, oil and gas, government, sports and fashion and FMCG retail. In my current role, I lead ideation across multiple scales, and in line with the concept of “Corporate Co-creation”, which is my vision to support functional equilibrium among commercial, corporate and HR roles. Parallel to my current technical roles, I have been exploiting dynamic monetization models, establishing winning brands and pulling resources together to deliver on commercial objectives, almost effortlessly. My proficiency across multiple functional roles is a delivery-bundle of newer revenue sources, broad-scale converted opportunities, and distinctively superior ways to delight all stakeholders. My curiosity about what is most important, and what truly matters is my biggest arsenal yet, it continues to shape my perception about what makes a high performance organization truly make a difference for society.