I am a People and Organisational Strategy Specialist with a passion for solving complex workforce challenges and driving strategic business outcomes. With over a decade of experience partnering with global organisations, I have developed a holistic approach that integrates people-centric strategies, operational excellence, and leadership development to future-proof organisations in a rapidly evolving business landscape.
Alongside my consulting practice, I am a published researcher and thought leader, with peer-reviewed articles focusing on leadership evolution, workforce transformation, and human capital innovation. My research is grounded in real-world challenges and aims to bridge the gap between academic theory and practical application, providing organisations with actionable insights that foster resilience and growth.
Currently completing my Doctorate in Business Administration with Rome Business School, I specialise in areas such as:
Digital-Era Leadership & Competencies
Cross-Cultural Workforce Dynamics
Career Reinvention & Employee Experience
Strategic HR Innovation & Organisational Development
My mission is to contribute meaningful research that not only advances academic knowledge but also equips business leaders and HR practitioners with strategies that are relevant, practical, and impactful.
I am passionate about mentoring aspiring professionals in research writing publishing and navigating the academic landscape helping them amplify their voice and influence in their respective fields.
Abstract Employees are central to organizational success, and their well-being significantly impacts productivity and organizational growth. However, Human Resource (HR) practices that support employee well-being in for-profit organizations often differ from those needed in nonprofit sectors, particularly within African contexts. This study investigates the influence of well-being-related policies, practices, and products on employees in African nonprofits, specifically focusing on organizations in Nigeria and South Africa. Through literature reviews and assessments of four nonprofits, the research reveals that traditional HR practices covering staffing, performance management, compensation, training, and career development often do not align with established HRM theories. Many organizations lack dedicated HR roles, and there is a notable scarcity of policies and tools to promote employee well-being. Furthermore, leadership accountability and a well-defined organizational culture are frequently minimal. Given the donor-dependent nature of these nonprofits and the importance of maintaining HRM standards, this study develops a framework for integrating employee well-being as a key performance indicator (KPI). This framework redefines HR practices as a functional role rather than merely a position and emphasizes gradual investment in employees. It introduces practical tools, such as an employee well-being charter and a visioning matrix, and encourages nonprofits to implement these tools, set measurable targets, and ensure accountability through metrics like employee satisfaction surveys. This approach aims to enhance transparency and foster a culture of continuous improvement in employee well-being within African nonprofits.
Abstract: In today’s rapidly evolving and technology-driven business environment, effective leadership is essential for achieving and sustaining organizational success. This study investigates the critical leadership competencies necessary to navigate volatile, uncertain, complex, and ambiguous (VUCA) conditions. Focusing on HR-driven initiatives, the research examines competencies including adaptability, emotional intelligence, digital fluency, strategic vision, and ethical decision-making. Utilizing a qualitative, phenomenological approach and guided by the SPIDER framework, the study conducted semi-structured interviews with HR professionals and business leaders from diverse industries. The comprehensive analysis reveals that leaders who integrate these competencies are more capable of fostering innovation, promoting inclusivity, and enhancing organizational resilience. Findings indicate that structured training programs emphasizing continuous learning, real-world application, and adaptive strategies are vital for cultivating future-ready leadership. Furthermore, aligning leadership development with overall business strategy not only strengthens competitive advantage but also ensures sustained performance in dynamic environments. The conclusions drawn from this research offer actionable insights and practical recommendations for HR practitioners seeking to design and implement effective leadership development programs. By contributing to the growing literature on leadership evolution, this study provides a framework for organizations aiming to build robust leadership pipelines that meet the challenges of the digital era and secure long-term success. Keywords: Future-Proof Leadership; Organizational Agility; Digital Fluency; Emotional Intelligence; Strategic Vision; VUCA; Ethical Decision-Making; AI in Leadership
