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In celebration of International Women’s day Month, this edition of our inflight magazine- the Fulcrum spotlights three phenomenal women who are trailblazers in their respective fields. From governance to finance and international trade, these women embody resilience, excellence, and the power of visionary leadership. Interestingly, they all have something in common, they are Nigerians from Akwa Ibom descent!
We speak with Ukeme Awakessien Jeter, the 35th Mayor and Council President – City of Upper Arlington, Ohio, USA, Emem Nnana Usoro, Deputy Governor for Operations, Central Bank of Nigeria, and Enoh Titilayo Ebong, Director, US Trade and Development Agency, under the Biden administration, a Nigerian-American attorney and global leader in trade and development. Each of these accomplished women share insights on their journeys, the challenges they have overcome, and their perspectives on inspiring the next generation of female leaders.
Join us as we delve into their stories of impact, influence, and innovation that demonstrates this year’s IWD theme of going “Accelerate Action”
Enoh Ebong Director, US Trade and Development Agency
Thank you for accepting to share your perspective with us. It’s always great to gain insight from different backgrounds. Before we delve into your work, let’s start by getting to know you better. We understand you were born in Ibadan, which is inspiring for young girls there who aspire to achieve great things. Can you walk us through your journey?
Absolutely, and thank you for having me. My full name is Enoh Titilayo Ebong. My godmother, who was Yoruba, gave me my middle name. My father, Ime James Ebong, was from Okpom, while my mother, Rose Ebong, was born on the Caribbean island of Saint Vincent. They met as students at the London School of Economics in the 1950s, before Nigeria gained independence.
My father was exceptionally bright and won a scholarship from the Eastern Region to study overseas. The expectation was that these young scholars would return home to help build an independent Nigeria. He studied at the Methodist Boys School in Izwakoli before furthering his education abroad. True to his commitment, he returned to serve in Nigeria’s federal government, initially as a diplomat in the foreign service before becoming an economist and Permanent Secretary in the Federal Ministry of Economic Development.
This strong sense of service influenced my sisters and I greatly. Growing up in Nigeria, I observed the strength and vibrancy of women in the marketplace—truly the backbone of the economy. At the same time, I saw infrastructure challenges—electricity outages, water shortages—that shaped my awareness of systemic issues. On my mother’s side, Saint Vincent, being a volcanic island, faced its own challenges with natural disasters affecting economic stability.
I was fortunate to receive secondary education in England before attending the University of Edinburgh. However, my parents always emphasized that privilege wasn’t an entitlement; we had to prove our worth through hard work and service. Education was a deeply held value in our family, and after completing my degree, I moved to the United States for further studies. I earned a master’s in communication from the University of Pennsylvania before pursuing a law degree.
I practiced as a corporate lawyer in the U.S. for several years, but something felt missing. While it was an incredible career opportunity, I wasn’t fully engaging with my background, my international outlook, or my desire for service. That’s when I found the U.S. Trade and Development Agency (USTDA), a small but impactful organization focused on infrastructure development.
The challenges I witnessed growing up—less than reliable infrastructure, economic hurdles—led me to a role where I could work on sustainable, high-quality infrastructure solutions in emerging economies. USTDA not only supports these projects but also fosters collaboration with the private sector, where many of the most innovative solutions emerge.
My experiences in Nigeria, where resilience, innovation, and entrepreneurship thrive despite challenges, instilled in me a desire to contribute in any way I could—even if from a distance.
Wow, what a fascinating background. As a follow-up, can you share any direct impact USTDA has had on infrastructure development in Nigeria?
Absolutely. Nigeria holds one of the largest portfolios in USTDA’s sub-Saharan Africa projects. While the agency works globally, including in Latin America, the Caribbean, the Indo-Pacific, and the Middle East and North Africa, Nigeria and Kenya stand out as key focus areas in Africa.
In Nigeria, we’ve worked in critical sectors like energy, transportation, digital infrastructure, and healthcare. One project I’d like to highlight is in the energy sector, particularly the role of women in infrastructure.
We partnered with Sosai Renewable Energies, a company led by Habiba Ali, to expand electricity access in rural northern and central Nigeria. Many of these communities lacked reliable power, and the national grid was not a viable solution. Through USTDA’s grant funding, we supported early-stage project preparation, enabling Sosai to secure financing for over 100 solar mini-grids. These installations now provide power to farmers, women, and entire communities—reducing reliance on kerosene lamps and improving quality of life. This is a prime example of how USTDA’s involvement at an early stage can unlock large-scale investment and create lasting impact.
That’s incredible. Let’s talk about your role at USTDA in facilitating trade and economic development. Beyond energy, how has the agency supported trade growth in Nigeria?
To understand USTDA’s role, it’s important to recognize the link between infrastructure and trade. When discussing trade, we often focus on regional integration, business financing, and access to markets. However, the foundation of all trade activities is reliable infrastructure.
Consider the essentials for trade: electricity, transportation networks (air, rail, ports, roads), internet connectivity, and healthcare. Without a healthy population, there can be no strong economy. Currently, Africa accounts for only 3% of global trade—a figure that must grow. Facilitating trade requires quality infrastructure, but that’s a major challenge due to the high costs associated with large-scale projects. Meeting financial and technical requirements for funding is particularly difficult.
That’s where USTDA plays a crucial role. Developing a major infrastructure project requires millions of dollars even before construction begins. Many project sponsors struggle to secure that initial funding. USTDA provides grant funding to support feasibility studies, technical assistance, and pilot projects—critical steps in defining a project and attracting investment.
For over 30 years, USTDA has provided such support in Nigeria. Just before I left the agency, I signed a grant agreement with the Federal Ministry of Communication, Innovation, and Digital Economy, led by Minister Bosun Tijani. The goal was to fund early-stage project assistance to enhance broadband access, a key driver of economic activity.
By addressing these foundational challenges, USTDA helps position Nigeria for stronger trade competitiveness and economic growth, ensuring that infrastructure is not just built but built to last.
The organization is primarily funded through grants from the U.S. government, correct? These grants aim to support infrastructure development in emerging markets while integrating U.S. expertise. Please correct me if I’m wrong.
Yes, specifically in infrastructure development. Our role is to facilitate these projects while introducing U.S. expertise to support their execution. This creates a mutually beneficial relationship—U.S. firms provide critical assistance in project planning and feasibility studies for the public or private sector to ensure projects are well-defined and can secure financing.
When it comes to implementation, project sponsors choose their contractors. Our role is to expose them to U.S. capabilities, which remain an option should they choose to utilize them.
How can we encourage greater female participation in infrastructure development? In structured societies, dedicated funds ensure women’s involvement. How do we replicate that in less structured environments?
The responsibility lies with all of us. We must be intentional about ensuring women’s voices are heard at every stage of infrastructure projects—from ideation to execution, including leadership and decision-making roles.
There’s a significant gender gap in access to resources. For example, in Africa, women own over 40% of small and medium enterprises, yet only 3-4% of global financing is directed toward female entrepreneurs. The African Development Bank estimates a $42 billion funding gap between male and female entrepreneurs on the continent.
To address this, organizations must take deliberate steps. At USTDA, I prioritized gender balance in leadership. Our sub-Saharan Africa portfolio was led by women—our Accra office is headed by a woman, and until recently, so was our South Africa office. In Nigeria, we have a fantastic representative, Josh Egba, whom I personally interviewed. Leadership should always reflect diversity, ensuring that the best people—both men and women—have equal opportunities.
As Director of USTDA, I ensured that 50% of my executive team were women. This commitment wasn’t just symbolic—it influenced decision-making. When reviewing projects, I actively inquired about female project sponsors, embedding gender inclusion into our organizational culture.
Furthermore, we prioritized engaging women-led firms. One standout project was spearheaded by Dr. Funmi Adewara, a Nigerian entrepreneur utilizing telehealth to connect diaspora doctors with underserved rural populations. USTDA provided a grant in 2023 to explore expanding her services into Cote d’Ivoire, Egypt, Ghana, and Kenya. This illustrates how intentional inclusion empowers women-led businesses to scale and impact their communities.
Women who attain leadership positions must recognize their responsibility to uplift others. Hard work, education, and sometimes even luck play a role in success, but once we have that platform, we must use it to empower others.
Absolutely. I call it grace—believing in a higher power that positions us for opportunities beyond our efforts. Now, let’s talk about a lighter but significant moment—how did it feel receiving that handshake from President Biden?
Oh, what an experience! Being nominated by President Biden to lead USTDA was a tremendous honor. This administration has been committed to inclusion and diversity, but that commitment is often misunderstood. Some assume diversity means compromising on merit, but that couldn’t be further from the truth. The Biden administration assembled a highly qualified and diverse leadership team, and I was honored to be part of it.
I went through the full Senate confirmation process, appearing before the Senate Foreign Relations Committee. If you look me up, there’s even footage of my testimony. Receiving unanimous consent from the Senate was a defining moment in my career.
One of my most memorable experiences was representing the U.S. at the Partnership for Global Infrastructure and Investment Summit in Angola. That’s where the famous photo with President Biden was taken. I was seated alongside President Biden, the leaders of Angola, Zambia, the Democratic Republic of Congo, the Vice President of Tanzania, the President of the African Finance Corporation, and key industry leaders. To be at that table, representing the U.S. government, was humbling.
Goosebumps moment! What was going through your mind?
Honestly, I felt a deep sense of pride—both as an American and as someone honoring my Nigerian heritage. The U.S. has always been a place where hard work and education open doors, and my journey is proof of that.
It also brought back memories of my father, who once represented Nigeria at the IMF. My sisters still have a photo of him at that table. Decades later, I found myself at a similar table, this time representing the United States. It was surreal.
Full circle moment! Speaking of heritage, Dr. Ngozi Okonjo-Iweala, the Director-General of the WTO, visited USTDA early in your tenure. Tell us about that experience.
That visit was incredibly meaningful. She didn’t have to come to our agency, but she did. Her presence validated our work and set a powerful precedent. It showed that USTDA was a serious player in international development.
Her visit was a lesson in leadership—how small gestures can have a lasting impact. I carry that lesson forward, ensuring I support and recognize female professionals and entrepreneurs. We must pass down these lessons and mentor the next generation, just as Dr. Okonjo-Iweala did for me.
It’s a powerful example of women uplifting women. Now, let’s talk about your roots. You were born in Ibadan, and your family has a history of contributing to economic and infrastructure development. How did that shape your path?
My father started in the Ministry of Transport and later became the Permanent Secretary in the Ministry of Economic Development and Reconstruction. He was also the first Executive Secretary of the Federal Capital Development Authority (FCDA). I vividly remember him telling stories about Abuja before it became the capital.
Development runs in the family. My two older sisters, Ima and Inyang, also work in international development. One retired from the UNDP, while the other is still with the UNFPA. My father had only daughters, but he ensured we received the best education and instilled in us the belief that we could achieve anything.
And he must be incredibly proud of what you’ve all accomplished. Do you still have family in Nigeria?
Yes! My cousin, Professor Nse Akpan, teaches at a university in northern Nigeria. My father’s sister, my aunt, is still in Akwa Ibom. Though I don’t visit as often as I’d like, my roots remain strong.
That’s beautiful. Thank you for sharing your journey. Your story is inspiring, and I hope it encourages more women to step into leadership, particularly in infrastructure development.
Mayor Ukeme Awakessien Jeter Mayor and Council President - City of Upper Arlington, Ohio, USA
“My campaign team consisted of just four women at the beginning. They didn’t look like me, but gender binds us more than race ever will.
Women need to believe in other women. When we lift each other up, we create more opportunities for all of us.”
Mayor Ukeme, your journey is nothing short of inspiring! From growing up in Nigeria to becoming the mayor of Upper Arlington, Ohio, USA, you’ve broken barriers and defied expectations. Could you take us through your journey?
Thank you so much! I was born in Nigeria and spent a significant part of my life there. My father worked in oil and gas, so we spent much of our time in Port Harcourt, where he was based. But the holidays were always special—those were spent in Uyo, our family’s hometown. I have such fond memories of December and part of January in Uyo.
I attended secondary school in Nigeria, and my educational path was a bit interesting. I started at Holy Child college in Ikot Ekpene in my first year of secondary school, but it was tough, so I transferred to FGGC Abuloma, an all-girls school in Port Harcourt. My big move to the U.S. came when I was preparing for university.
Initially, I was meant to attend FUTO (Federal University of Technology, Owerri), but there were issues with my WAEC results, and one of my subjects was withheld. I spent an extra year at home, unable to start university. After much consideration, my parents advised me to take the SATs and apply to schools in the U.S. just to see what would happen, and that’s how I ended up here.
Though my dad had studied in the U.S., we had no family here, and I arrived in an unfamiliar place with no connections. I started college, studied mechanical engineering, and right after that, I landed a job where the company sponsored my work visa. I worked as an engineer for seven years before pursuing my MBA. Later, I decided to transition to law school, which was a complete career shift.
After nearly a decade as an engineer, I switched careers and became a lawyer. About six years ago, I moved to a new city, and that’s when my journey in public service began. Now, I have the honor of serving as the mayor!
Your journey is so relatable to anyone who’s had to navigate unexpected changes. What a fantastic way to start the conversation! Since this interview is in honour of International Women’s Day, we would love to hear your thoughts on women in leadership. In a country like Nigeria, women still don’t have a fair representation in leadership. Despite the progress in the corporate world, we don’t see enough women in public service at high levels. What can be done to accelerate women’s participation in this regard.
That’s a tough but necessary question. It’s hard to be in spaces where you don’t see people who look like you. Sure, affirmative action and quotas help, but beyond that, women need to be able to lead authentically.
I often talk to my daughter about this. When young girls are asked what a leader looks like, they usually describe a mother or a teacher, someone who has authority in their lives. But as they grow older, their perception changes. In the corporate world, suddenly, a leader looks like a man, simply because that’s the image they see in boardrooms.
We need to allow women to lead in ways that feel natural to them. A major challenge women face in leadership, especially in politics, is childcare. Politics often requires evening engagements, and for many women, there’s the issue of child care because who will take care of the kids? I always make it a point to ask, “Will there be childcare?” before accepting invitations. If I can’t bring my children with me, I might not attend because, as a mother, I can’t serve effectively if I can’t care for them.
Recognizing these challenges is key to supporting women in leadership roles.
That’s such a powerful perspective, Mayor Ukeme. You’ve clearly found a way to balance your personal and professional life so well. If you don’t mind sharing, are you married? And how many children do you have?
I have two children, and my story is quite unique. I’m a single mother. I was married, but now I’m divorced and raising my two kids on my own. I know I defy a lot of stereotypes, but I find a way to lead regardless.
Your ability to juggle all aspects of life is inspiring! How old are your children, if you don’t mind sharing?
My daughter is 12, and my son is 8.
So, with such young children, do you have to keep checking on them constantly when you bring them to work or events?
Oh no, they come with me everywhere! Everyone at City Hall knows them, from the city clerk to my council members. The only way I can lead effectively is by having them with me. They know my babysitter, and the community helps out when needed. It really does take a village, especially in public service.
That’s such a heartwarming approach! You are clearly creating a community, not just in public service, but in your family life as well. What challenges did you face on your journey to becoming the Mayor? And how do you think Nigerian women can navigate similar challenges, especially in a society where divorce can carry a heavy stigma for women? Have you ever faced smear campaigns?
Absolutely, those challenges are real! Here in the U.S., society also has stereotypes about single parents. I was transparent about my situation during my campaign because I didn’t want to hide it. Being honest is so important.
For women, finding their voice is crucial. I didn’t have many role models who looked like me—a single Black immigrant woman running for office in a city I had lived in for just three years. Sometimes, we expect mentors to have all the answers, but if you are doing something truly unique, you may not find anyone to mentor and guide you exactly the way you need. That’s why trusting yourself and your intuition is so important.
Fear of failure holds many women back. So part of taking the risk is that you may fail. And if you’re afraid of failure, that’s half your problem. Half the problem is overcoming the fear of failure.
That’s such a powerful takeaway—finding your voice, being comfortable with failure, and trusting your intuition. Another point you mentioned that really stuck with me is the importance of stepping into the arena and taking action. How can we encourage more women to pursue leadership roles, especially in governance, rather than just being armchair critics? In many countries, politics is often seen as corrupt, and women avoid it to protect their reputation. How do we change that mindset?
Oh, I love the phrase “armchair critic.” You can’t demand change from the sidelines or shout about it from a distance with a megaphone. Change happens when you step into the arena.
There’s a line from the Hamilton musical that says, “No one was in the room where it happened.” That really resonates. The decisions are made in those rooms by people who show up. If you don’t like what’s happening, you have to show up in that room.
Women make up half of the population, yet we struggle to secure even 30% representation in leadership roles. Here’s an interesting fact: women make 80% of household purchasing decisions. We control where the money goes. So, why shouldn’t we also be making decisions about policy and governance? If we can influence what happens in our homes, we should also extend that influence to leadership and community development.
The key is for women to recognize their own power. Stop waiting for permission—take your seat at the table.
So, you are saying that women need to stop waiting for an invitation and just take their place at the table, right?
Exactly! Shirley Chisholm, the first Black woman to run for president in the U.S., said, “If they don’t give you a seat at the table, bring a folding chair.”
Women often wait for an invitation, but sometimes, that invitation never comes. Leadership doesn’t need permission. It’s time to start acting without asking.
Before becoming the mayor, what role did community engagement play in your leadership journey? What kind of community work did you do before entering politics?
Community engagement is key to leadership, but even more important than the work itself is building a strong community. When you build a community, you create a network of supporters who amplify your work and make it more impactful.
Let me tell you how my journey into public service began.
When I moved to my current community, my daughter was five years old and starting kindergarten. My city, Upper Arlington, is predominantly white—93% of the population is white, with only about 1.7% being Black.
Within the first month of school, my daughter came home one day and said, “Mom, can you straighten my hair for school?”
This request shocked me because, up until that point, she had only worn her natural curls. I wear my hair natural, and she had never expressed a desire to change her hair before. So I asked her, “Why do you want to straighten your hair?”
After a bit of probing, I realized she wanted to fit in. She felt that if her hair looked like the other kids’ hair, she would belong more.
As a mother, that broke my heart. I had chosen this community for its excellent schools, and now my daughter was questioning her identity just to blend in.
That moment made me take a step back and ask, “What else should we be doing to ensure that everyone in this community feels like they belong?”
I started by showing up at my daughter’s school, paying attention to the books they were reading, and observing how different cultures were represented. From there, I got more involved in broader community initiatives.
One of the areas I focused on was city spending. I have an MBA, and I believe that how you spend money reflects your true priorities. I wanted to understand where our city’s $55 million operating budget was going, so I joined the city’s Financial Review Task Force.
Later, I served on the Community Relations Committee, which was formed in 2018. By 2020, during the racial justice reckoning in the U.S., we started addressing issues related to health equity, police equity, and community equity.
Then, an opportunity arose—a seat on the city council was opening up. At that time, I had only lived in the community for three years. My city is over 100 years old, and most of the people in leadership had lived there for decades. I didn’t think I had the right pedigree.
But eventually, I decided to take the leap.
My campaign team consisted of just four women at the beginning. They didn’t look like me, but gender binds us more than race ever will. One was in HR, one was in marketing, and one was a teacher. They knew nothing about running campaigns, but they believed in me, and that was enough.
We started small, but by the end of the campaign, our team had grown to 75 volunteers. We knocked on doors, met with residents, and built relationships. It was a grassroots effort—and we won.
The biggest lesson? Women need to believe in other women. When we lift each other up, we create more opportunities for all of us.
What an amazing story! It truly takes a village. Now, since this is an inflight magazine, we’d love to know—what do you love most about flying? Any travel habits or pet peeves?
I love the little comforts like neck pillows, cozy blankets, and compression socks. I also get cold easily, so I always have a warm blanket for my feet.
What I really love about flying, though, is the people. You’re in an enclosed space for hours, and it’s a great chance to meet fascinating individuals. I always end up having amazing conversations with fellow travelers.
My biggest pet peeve? People who don’t know their seat number before boarding! We all had time at check-in to figure it out. Why are we standing in the aisle trying to locate a seat now?
I’m sure many of us can relate to that! On domestic flights, I sometimes see people buy economy tickets but then go sit in premium economy, pretending they thought it was their seat. Do they think people just hope the real seat owner won’t show up (Laughs)?
Oh, absolutely! It happens all the time. Some people think they can just slide into a better seat and hope nobody notices. It’s quite funny, actually.
Maybe airlines need a new system to help people find their seats quicker. I used to work in process engineering, so I’m always thinking about efficiency. Maybe there should be an automated voice saying, “22D, keep walking. No, not here!”(laughs).
Before we wrap up, how do you like to relax and spend your free time?
Oh, my free time is usually spent with my kids, but I have a self-care hack: I schedule a Yes Day for myself every two months—a Friday where I take the entire day off, and everyone knows I’m unavailable. I do whatever I want—get a massage, try a new restaurant, take a nap, or shop. It’s a guilt-free day. But beyond that, all the other 59 days before that Friday is always a service to others, my kids. My son plays basketball, my daughter is a swimmer, so I’m always at some sporting event, usually in the evenings.
Otherwise, I make time for exercise every morning from 5:30 to 6:30 AM. I’ve been doing this consistently, and it’s my selfish hour, according to kids. My personal trainer, who’s based in Nigeria, calls me at 5:30 AM for remote sessions. I’m very disciplined about it, thanks to him, and it helps me maintain balance.
Do you have any final words for our readers for InternationalWomen’s Day?
Do it your way.
When I was designing my campaign, my strategist wanted me to use traditional political colors like blue, red, or green. But I chose teal and orange because those were my colors.
Everyone doubted the choice, but when my campaign banners and yard signs went up, they stood out. People still remember them today.
Leadership isn’t about fitting in; it’s about standing out. So, whatever you do—whether it’s in leadership, business, or personal growth—do it your way. That’s the key to true success.
Thank you so much, Mayor Ukeme! This has been an amazing conversation. If we were meeting in person, we’d definitely be taking lots of pictures!
(laughs) Yes, thank you so much! It’s been a pleasure. I’ve really enjoyed this conversation.
Emem Nnana Usoro Deputy Governor for Operations, Central Bank of Nigeria
“To young women starting out – Confidence and resilience are non-negotiable. Be bold and intentional in taking up space, voicing your ideas, and staying focused on your goals. The finance industry is challenging, but each obstacle is also an opportunity to grow.”
Welcome, Ms. Usoro. It’s an absolute honour to have you with us. Tell us a little about yourself.
Thank you for having me. I am Emem Usoro, a member of the Committee of Governors at the Central Bank of Nigeria since September 2023. Before joining the Central Bank, I served as an Executive Director at UBA, where I focused on expanding access to financial services across Northern Nigeria.
With over 25 years of experience in the financial services industry at board and executive levels, my expertise spans relationship management, commercial and corporate banking, banking operations, risk management and compliance, and strategy implementation.
I hold a B.Sc. in Biochemistry and an MBA from Obafemi Awolowo University, Ile-Ife. I am also a member of the Chartered Institute of Bankers of Nigeria and have completed several executive programs at Wharton, the Harvard Kennedy School, IESE Business School, Barcelona, etc. I am also an alumna of the Harvard Business School and the Lagos Business School.
This year’s IWD theme is ‘Accelerate Action.’ What does that mean to you?
‘Accelerate Action’ is a powerful call for all of us women to actively push for gender equality. It’s not just about conversations; it’s about making deliberate moves that create a lasting impact. We must push forward with intention, ensuring that today’s efforts build a stronger, more inclusive tomorrow.
As the only woman on the Committee of Governors in the CBN, I plan to celebrate the inspiring women in the Central Bank, reflect on our progress, and commit to meaningful actions that drive real change. I am deeply passionate about financial inclusion and women’s empowerment, so this theme aligns perfectly with my mission.
You mentioned financial inclusion. How can financial institutions do more to empower women in Nigeria and especially Akwa Ibom?
Financial institutions have taken great strides in supporting women, but there’s still more work to be done. To make a real impact, banks need to create financial products tailored to women’s unique needs, especially for those in the informal sector.
It is also crucial to close financing gaps for women-owned businesses. I am proud to see over 60 financial institutions sign the Nigerian Women Entrepreneurs Finance (We-FI) code, committing to advancing women’s financial inclusion. We will continue working with stakeholders to create an environment that enables women’s economic growth—not just in Akwa Ibom, but across Nigeria.
Leadership is another key issue. What strategies can help more women step into leadership roles, especially in business and politics?
(Laughs) Well, I’m not a politician, so I’ll stick to the business angle.
First, we need to challenge societal norms and biases that limit women’s opportunities. Workplace flexibility, access to funding, and family-friendly policies are essential for women to thrive. Women in leadership should also actively mentor and uplift the younger generation.
Media representation matters, too. Seeing successful women in business and leadership positions inspires younger women to aim that high with the belief that they too can break barriers.
How can young women position themselves to thrive in Nigeria’s evolving financial landscape?
Young women should focus on building strong professional networks early in their careers, seeking mentorship opportunities that provide guidance on leadership, career growth, and financial empowerment. Engaging with industry groups, professional associations, and finance-focused communities can open doors to valuable connections and insights.
Beyond networking, continuous self-development is key. Investing in financial literacy, skill enhancement, and staying informed about industry trends and practices will position them to seize emerging opportunities. Success is often the result of preparation meeting opportunity, and those who proactively build their expertise and networks will be well-placed to thrive in Nigeria’s evolving financial sector.
What financial policies do you believe will impact women entrepreneurs most in the coming years?
The Central Bank, in collaboration with banks and development partners, remains committed to empowering women and expanding economic opportunities for them.
One of the key initiatives is the Women Entrepreneurs Finance Code (We-Fi CODE), launched in partnership with the Bank of Industry and the Development Bank of Nigeria. This initiative aims to bridge the financing gap for women-owned MSMEs (WMSMEs) by improving access to both financial and non-financial support. It also strengthens data collection and analysis to inform better policies and financing solutions for women-led businesses.
Additionally, the CBN, in partnership with Women’s World Banking, developed the Framework for Advancing Women’s Financial Inclusion in Nigeria (FAWFIN), which provides a roadmap to achieving gender parity in financial access. Alongside this, the Women’s Financial Inclusion Data Dashboard, created with support from development partners, provides real-time gender-disaggregated data to help policymakers and financial institutions better serve the women’s market segment.
These policies are already making a tangible impact. According to the 2023 Enhancing Financial Innovation and Access (EFInA) Access to Financial Services Survey, women’s financial inclusion in Nigeria grew from 60% in 2020 to 70% in 2023. We’ve also seen a steady rise in BVN and NIN registrations by women, a direct result of policies aimed at easing access to finance.
I am confident that as we continue to implement gender-intentional policies, more women entrepreneurs will gain the financial resources they need to thrive, grow, and contribute meaningfully to Nigeria’s economic development.
How can financial literacy programmes be improved to better serve women, especially in rural areas?
Financial inclusion is at the heart of what we do at the CBN, and financial literacy is a crucial enabler of our financial inclusion strategies. At the CBN and among the financial institutions we supervise, we constantly work to improve the quality of literacy programmes we offer to different demographics, especially women, youth, and children.
The Central Bank developed the National Financial Literacy Framework, which seeks to empower citizens with knowledge through access to quality financial education. Included in this framework are mass Financial Literacy Programmes aimed at uneducated and under-served people to improve their understanding of financial products and services.
Part of our literacy drive, and financial inclusion drive, is ensuring that financial service providers create products and services that meet the specific needs of consumers, particularly women and those in rural areas, such as USSD banking, mobile money operations, and agency banking to reach the traditionally unbanked populace. As you may be aware, the CBN launched the Sabi-Moni e-learning platform in 2024 – a digital financial literacy platform with content on savings, credit, and how to make informed investment decisions. This tool is already being widely used by women across the country to build their capacity to make informed financial choices.
For those aiming for leadership positions in finance, what’s your best advice?
Confidence and resilience are non-negotiable. Be bold and intentional in taking up space, voicing your ideas, and staying focused on your goals. The finance industry is challenging, but each obstacle is also an opportunity to grow.
To young women starting out: Stay determined, believe in your abilities, and embrace every experience as a learning opportunity. The barriers exist, but so do the opportunities—go after them.
When you’re not leading in the financial sector, how do you like to spend your free time?
My work is demanding, so I cherish activities that help me recharge. I find exercising mentally stimulating after a long day.
I am also very spiritual. My faith and prayers keep me grounded. I also dedicate time to personal reflection to help recharge my spiritual batteries.
Travelling with my kids is another joy—I believe in creating priceless memories with them whenever I can.
What do you love about travelling, and is there anything you dislike about it?
I love travelling because it allows me to experience new cultures and perspectives. It is an opportunity to learn, relax, and gain fresh insights that can be applied to both my personal and professional life. The exposure to different environments fosters creativity and adaptability, which are essential traits for leadership.
If there is one downside, it would be the long hours spent in transit, especially in airports or on flights. The disruption to routine can sometimes be exhausting, but I see it as a small price to pay for the enriching experiences that travel brings.
With such a demanding role, how do you balance work and family life?
Balancing work and family requires discipline and a solid support system. Being able to leverage technology and the ability to delegate is crucial—I surround myself with strong, competent teams who can take ownership of tasks without micromanagement.
Time management is key, but I recognize that my schedule has affected my family at times. Moving forward, I plan to set clearer boundaries so I can be more present in both spaces.
Finally, what’s one message you would like our readers to take away from this conversation?
First, thank you for this opportunity—I must commend Ibom Air for the great work you’re doing.
I want to encourage everyone to stay spiritually grounded and have faith. No challenge is insurmountable, and there’s always light at the end of the tunnel.
Also, let’s find ways to uplift others, especially the vulnerable in society. Real success comes from positively impacting those around us. Lead with humility, dedication, and purpose.
And lastly read, read, read! There is no downside to acquiring knowledge. Reading broadens your horizons, enriches your mind, and fuels your personal growth.
Thank you.
