Team Structure & Enablement

People Development · Operational Clarity · Scalable Systems

I’ve always believed that a good team doesn’t just do the work, it understands why it matters, who owns what, and how to grow while doing it. One of my core strengths is building team structures that support both clarity and growth. I design org setups that give visibility into roles and responsibilities, while also identifying skill gaps and creating upskilling opportunities that help people do their best work.

At Mira, I served as COO and I was responsible for the full operational stack: business, finance, support, and customer experience. I built foundational processes from scratch (documenting guidelines for writing a playbook); defining team responsibilities, and equipping teams with the tools and knowledge they need to get things done

At Paystack, I led three cohorts of the Dispute Operations team, designing a structure where people could own their work, lead initiatives, and grow into new roles. I set clear expectations, created development plans with my direct reports, and built a system that eventually ran without needing constant oversight (a team that functioned like a machine but moved with heart).

For me, building teams is never just about filling seats but about creating clarity, encouraging growth, and making the work we do a strategic advantage.

Customer success strategy and retention

Key Account Growth · Support Excellence at Scale · Strategic Partner Engagement

As Paystack’s Customer Success team evolved, a new function Key Account Management was created. Because of my experience engaging directly with merchants as a CS rep, I became one of the first people to step into this role (though back then, we were called Product Specialists).

In this new capacity, I helped lay the foundation for how we managed and grew relationships with our top merchants by leading strategic engagements with some of the most influential businesses in Nigeria’s digital economy. Through quarterly business reviews, deep industry research, and close collaboration with decision-makers, I identified opportunities to align Paystack’s solutions with the goals of the businesses in my portfolio. This work directly led to a growth in wallet share and helped establish Paystack as a trusted partner to market leaders across multiple verticals.

After that, I moved into the role of Customer Success Manager, with a focus on improving the customer experience at scale. To do this, I led the rollout of an expert-level agent category in partnership with our Business Process Outsourcing (BPO) partners; that is external contractors who helped us scale our CS team without sacrificing quality. I developed training guidelines, embedded our support tone and values, and ensured everything aligned with our internal standards. This initiative significantly improved our first response time and other key Customer Success metrics that mattered most; ultimately driving stronger retention across customers, merchants, and building trust banking partners.

At Mira, things looked a little different; mostly because of the nature of the businesses and industry we served. My role was to lay the foundation customer support and onboarding operations in a way that actually made sense for our users and was cost effective for our business.

That started with mapping the entire customer journey, from the moment a sale was closed to the moment a business becomes active that when they punch in their first order on Mira. Alongside the team, I built processes to track engagement at every stage, qualify touch points, and make smart decisions on when to invest deeper in a relationship and when to let a lead drop off.

We also introduced internal playbooks to guide the operations team on how to deliver consistent, high-quality support. Alongside that, we rolled out self-serve support channels; giving businesses quicker access to the help they needed, while freeing up the team to focus on more complex, high-impact issues. It wasn’t just about scaling support it was about building a journey that worked for our business.

Across multiple roles, my focus stayed the same: build long-term value by combining thoughtful engagement with strong support systems. It’s about making sure customers feel genuinely supported while building the kind of structure that scales without breaking.

Dispute Strategy & Operations

Loss Reduction · Process and Workflow Design · Compliance-Driven Systems

In payments, the fastest way to lose money as a fintech is by ignoring disputes. Chargebacks, fraud claims, regulatory penalties ….they add up really quickly. That’s why I believe dispute operations is not just risk management but a loss prevention strategy for both fintechs and their customers.

At Paystack, I led the development of a strong, proactive dispute operations framework that helped reduce chargeback and fraud losses by 88%. Alongside my team, we built end-to-end standard operating procedures, designed clear dispute processes and workflows, and introduced tooling that improved both internal efficiency and external compliance.

Together with the Data team, we created real-time dashboards and alert systems to track dispute volumes and ratios. This gave us the visibility we needed to act quickly, stay ahead of trends, and maintain compliance with card schemes and regulators; avoiding fines and consistently upholding high operational standards. With the Product team, we built internal tools that helped manage our dispute volumes across all channels and communication with our merchants and banking partners.

This work turned dispute management from a reactive support function into a strategic business driver. One that protects revenue, reinforces trust, and supports long-term customer relationships.

Because for me, Dispute Operations is a form of Customer Success. It's about solving real problems, preserving confidence, and making sure that even when things go wrong; customers walk away with clarity, fairness, and trust intact.