I chose accounting because I wanted a career that could make a measurable impact. I have always been drawn to roles where clarity in complex situations shapes better decisions, and I wanted to be in the room where strategic decisions are made. My ACCA qualification gave me the technical foundation and credibility to follow that path with confidence.
I have worked in aviation technology and healthcare financing, the latter enabling greater access to medical equipment across Africa. Now in energy, my focus has been on engineering productivity and cost improvements across our global teams.
I developed my leadership capabilities through GE’s CFO pipeline programmes, and I now lead FP&A, shaping financial strategy and performance around the world. I am driving the use of analytics and AI to support faster decisions while also developing finance talent into strategic partners, which has always been how I lead.
AI will raise the standard of what strategic finance must deliver
Companies in the US face challenges as they are struggling to invest with confidence due to increased volatility, while technology is changing faster than planning cycles can cope with. Therefore, finance must cut through uncertainty, giving leaders a clear view of opportunities for a speedy but disciplined response.
The role of finance is no longer reporting the past; it is anticipating what comes next and building value. ACCA professionals can step confidently into roles as strategic advisers, people who move decisions forward, not just explain them afterwards.
I stepped out of my comfort zone when I relocated to the US from Nigeria. I took on a leadership role without any established network and had to quickly provide clear financial insight. However, this experience strengthened my ability to lead through influence and results, not hierarchy.
What I enjoy most about my job is turning complexity into clarity, providing influential financial insight that drives decisions and improves performance.
My favourite quote comes from Ecclesiastes 9:11: ‘Time and chance happen to everyone.’ It reminds me that opportunities will always come, but preparedness and excellence will determine who wins when they do.
I don’t believe AI will replace finance leaders, but it will raise the standard of what strategic finance must deliver. Planning will shift from periodic reviews to real-time insight, helping companies anticipate risks and opportunities. The promise of AI is enormous, but the results are still developing. Models can reveal patterns, but they cannot weigh commercial trade-offs or stakeholder reactions, so FP&A must explain how pricing, contracts or customer behaviour will be impacted.
I enjoy being close to customers and the levers that drive performance
Finance leaders will remain accountable for decisions supported by AI, while the finance function will orchestrate insight, data and analytics into something leadership can use. AI is expanding the speed and scope of insight, but human judgment still determines direction.
If I had law-making powers, I would reform development finance so infrastructure projects in Africa can access capital at fairer borrowing costs, as countries with high growth potential often face the hardest financing terms. Aligning capital costs with true economic potential would accelerate investment in energy, healthcare and technology, delivering greater returns. Fairer financing would help economies and reduce the cost of progress for future generations.
If I wasn’t in finance, I would work in operations, leading the execution side of the business. I enjoy being close to customers and the levers that drive performance, where decisions turn strategy into tangible results.
In my own time, I like mentoring through GE Vernova’s Women’s Network. I also enjoy supporting younger professionals with advice about personal finance, investing and trading so they can make informed decisions for their future.
