From Russian studies to Tech HR: Olawande Omodaratan’s journey to people leadership

Olawande Omodaratan once pictured a career in diplomacy, armed with a degree in Russian studies and plans to serve on the global stage. But along the way, she found herself drawn to something else entirely: people and the systems that help them thrive at work.

Today, as People Operations Manager at Waza, she’s building the teams powering one of Africa’s rising fintech companies. We talked about her shift into HR, what keeps her motivated, how she thinks about building strong teams, and, of course, what she looks for when hiring tech talent.

If your career journey were a movie, what would the title be and why?

Перевод Лидера: She Spoke Russian, Now She Speaks Culture. 

I started out decoding Russian texts, and now I decode people, culture, and impact. Перевод Лидера captures my pivot from language to leadership. Today, I don’t just speak words, I speak retention, growth, and belonging.

Tell us about your journey into the HR industry. What initially sparked your interest?

I’ve been practising HR for about eight years, and my journey has predominantly been in the tech industry. Honestly, if you’d asked me initially if I’d end up in tech, I wouldn’t have been so sure. I knew that I wanted to be in an industry that kept me engaged and excited. I get bored easily and need something dynamic, where I can take risks and explore new opportunities.

Interestingly, I studied the Russian language at the Premier University of Ibadan. However, during my third year, I realised I wouldn’t practice linguistics. Many people around me, friends and family, painted this ideal picture of a career in diplomacy or translation, but I didn’t see myself in that world.

The turning point came during my final year, when the long-awaited exchange program to Russia finally came through. This was initially meant to happen in our third year. Unfortunately, it didn’t come through until our final year, which came with a tough trade-off where we would need to defer and return to complete our final year after the program. That meant adding an extra year to my academic journey. I wasn’t willing to make that sacrifice, so I made the difficult decision to opt out. That moment marked a shift for me; I knew I wanted to take a different path.

After graduation, I went through NYSC, where I was opportuned to land a role with a Canadian NGO called CUSO International in Cross River. It was my first corporate experience, and it was pivotal. I worked closely with people, reporting and learning to manage projects and teams, which ultimately led me to human resources.

My first formal HR job was at Certification Edge, a company specialising in helping professionals take the right International Certification to advance their careers. I got hands-on experience there, giving me a solid HR foundation.

After that, I joined CcHUB, where I was fortunate to have an amazing manager, Toun-Tunde Anjous. She gave me the kind of support everyone hopes for at a turning point in their career. Her style of managing people was very different from the usual approach. It was refreshing, people-centred, and forward-thinking. She truly cared about the team and was focused on changing the traditional approach HR is known for. 

I also had the opportunity to work with one of the most creative and supportive teams, and it was in that space that I knew HR was where I truly belonged. The guidance and experience I gained there played a big part in shaping my journey and deepening my love for people operations. I then transitioned to uLesson Education as an HR Business Partner, where I played a key role in restructuring the organisation and building a strong talent pipeline to support its growth trajectory.

Later, an exciting opportunity arose at Waza, a cross-border payment company. Joining Waza has been a completely different experience filled with challenges and constant learning, but one I truly enjoy. I love being in a space that’s actively solving payment problems, even with external pressures like frequent regulatory changes that fintech often faces. It’s been incredibly rewarding to deepen my understanding of the payment industry and work closely with the teams driving these solutions.

Over the years, I’ve realised that HR isn’t just about managing people. It’s about understanding the business, the unique dynamics of different teams, and aligning people with the company’s overall goals.

You’ve worked in HR across different industries. What’s been the most surprising thing about managing people in tech?

One of the most surprising things about managing people in tech is how quickly everything changes. The pace is swift, and with that comes a constant shift in tools, processes, and team dynamics. What works one month might not work the next, so you must be flexible and ready to adapt. 

There’s also a big focus on innovation, and giving people the freedom to be creative is a huge part. But while nurturing creativity, you must ensure everyone is aligned with the company’s goals. Finding that balance while maintaining a positive, collaborative culture has been both a challenge and something I truly enjoy.

Another surprising element I’ve observed is how many leaders think that culture is built solely by the People Team. Culture isn’t only shaped by the People Team; it also needs to be championed by managers and leaders. As People Ops, it’s a losing battle if you don’t get the buy-in from the management team or if the leaders don’t lead by example. Employees mirror how leadership/management behaves, and if they see leaders not holding themselves accountable, why would anyone else?

Many African techies struggle with salary negotiations. What’s your top advice for someone preparing for a big salary discussion?

I’ve learned that salary discussions are about knowing your worth and negotiating with confidence. First off, you need to know your onions. If you don’t have a solid understanding of your value and the market, it’s easy to hesitate when negotiating. But if you truly know what you bring, you can negotiate from a place of fact, not fear. Salary shouldn’t just be seen as a number; it reflects your value, the market trends, and negotiation skills.

I’ve realised that many people undersell themselves out of fear. You need to approach salary discussions like a consultant, not an employee. Think about it: companies bring you on board because you have specialised knowledge, the same way they’d hire a consultant. If it weren’t for full-time employment, you’d be a contractor, right? So, negotiate with data, understand the market rate for your role, look at sites like Glassdoor, and ask your peers in the same field about their salary ranges. That way, you’re negotiating based on solid facts, not assumptions.

It’s also important to remember that salary isn’t just about the base pay. You should be negotiating benefits, vacation days, personal development opportunities, and other perks that matter to you. Many companies have mandatory benefits like health insurance and pension, but there’s so much more you can negotiate. Ensure you’re considering professional development budgets, work-life balance perks, and other benefits that align with your goals. Ultimately, if you go into a negotiation armed with data and confidence, you won’t settle for the lowest offer, and you’ll know you’ve secured a compensation package that truly reflects your value.

Related Article: Are you fed up with your Salary?

What other factors, besides skill level, do you consider when hiring tech talent?

The interesting thing about me is that, in the first few minutes of speaking with a candidate, I can usually tell if I’m willing to hire them or not. As a people ops professional, you develop a skill to read beyond the words, to sift through the jargon, and to recognise when someone is being genuine versus when they’ve simply mastered the art of interviewing. This comes with experience; years of interacting with people and learning to understand what they’re saying beneath the surface.

I’m not as focused on hard skills because those can always be taught. What I look for are soft skills. You can’t easily teach someone to be authentic, communicate effectively, or fit into a company culture. Soft skills tell me much more about a person’s potential and how they will mesh with the team.

By the time a candidate completes the hiring process, you start to get a pretty good sense of who they are. The feedback from the other panelists will often align, and when everyone shares similar observations about the candidate, you know they’re the ideal candidate. Sure, they might have a few small things they’ve stretched, but consistency and authenticity are key.

If you had to give one piece of career advice to someone trying to transition into tech HR, what would it be?

Truly understand the business side of things. Tech HR isn’t just about hiring or employee engagement; it’s about how your people strategy supports the company’s goals. You need to know about the product itself because, without a product, there’s no business. Learn about the product cycles, your competitors, customers/clients, the funding rounds, and know who your investors are. Don’t just be a figurehead, talking about the next HR issue. Ask questions, go into meetings, and understand how the business operates. You should be resolving not just workplace problems but also business issues. Understand how revenue flows and key metrics so you can align your strategy with the company’s needs.

What’s a career risk or decision you weren’t completely sure about at the time, but it ended up paying off?

When I was in university, a lot of people didn’t understand why I would leave a potentially lucrative career path to go into HR. They kept saying things like, ‘Why don’t you pursue being a diplomat? Do you know how many doors will open for you?’ At times, I questioned whether I was making the right decision, especially when it felt like I was leaving one career path for something entirely different. But looking back, I realise that the skills I developed; structured thinking, problem-solving, and communication, made the transition much smoother. Today, I love that I get to help build careers, move people to the next level, and hire those who can change the course of a business. It’s fulfilling to see the impact of my work, especially as I’m part of the decisions that drive product launches and growth.

One of the biggest risks I took in my career was when I joined uLesson. I was initially told the job would be remote, but at some point, management requested that I relocate. I was settled in Lagos and had no plans to move. But then I realised that the kind of role I was taking on required me to be physically present in order to be effective, especially since the team was still growing and expanding. It became clear that I had to embrace the change and move to Abuja to succeed in that position. I believe it was one of my best decisions because I had the chance to work with some truly amazing people who have become close-knit friends..

If you could have any superpower related to your career, what would it be and why?

The ability to instantly understand what people are thinking would be invaluable. People often say one thing but mean something completely different, and it can be challenging to resolve conflicts when you sense passive-aggressive energy or awkwardness. Still, they won’t express how they really feel, maybe because they’re worried about how they’ll be perceived. Being able to read those underlying feelings would help diffuse situations quickly.

I’ve also noticed that people carry grudges from their previous teams into their new environments. It takes time and effort to build their trust. Others make decisions based on how they perceive HR or management to respond, without even fully engaging with the process. That’s why I’m grateful to work in an environment where psychological safety exists, thumbs up to my management at Waza! Psychological safety is so underrated. Things don’t always have to be perfect, but when people feel comfortable talking to you without fear of being reproached or having their information used against them, it makes all the difference.

If you could create a dream company culture from scratch, what are three things you’d definitely include?

One of the key things I always emphasise is the importance of full autonomy with accountability. Trust is fundamental in any relationship, whether it’s work, business, or personal. When people feel trusted and given the autonomy to do their job, they’ll put everything into it because they don’t want to disappoint the other party. If there’s an issue, they’ll escalate it promptly, not because they’re being micromanaged, but because they respect the trust given to them.

This level of autonomy helps foster transparency. If there are any issues, people can communicate openly and honestly without fear. It eliminates office politics and hidden agendas. It’s all about clear, direct communication, and that’s what drives results. From autonomy comes radical transparency, which is crucial.

Another thing I strongly believe in is eliminating unnecessary meetings. Sometimes, a conversation can be handled through a Slack message or an email, and there’s no need to drag everyone into a meeting. If further clarification is needed, then yes, we can hop on a quick call, but there’s no reason to have endless meetings where discussions go around in circles. It’s all about making communication efficient and ensuring that everyone can hit their targets without unnecessary drama or confusion.

Has working in HR changed how you approach money or remuneration conversations in your career?

I’ve never thought money is the most critical thing in the world. I’ve always believed that if you have value, money will follow. It won’t be the other way around. But, over time, I’ve realised that you need to be more assertive and, honestly, a bit more selfish when advancing your career. Proactively seeking better opportunities opens doors for higher compensation and career growth.

If you stay on the sidelines, you’ll find that the money you’re earning might only be enough to cover the basics, but there’s more potential out there. It hits home when you meet others doing similar work and realise they’re getting paid significantly more. That’s when it becomes clear that there are things you can do better to get ahead. You might even be more skilled than some, but they’re making smarter moves that lead to better compensation.

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