Ajoke Akinlabi studied microbiology and once aimed for a career in the oil industry. But one opportunity led to another, and today she’s the CEO of NUGI Technologies, a Nigerian software company.
Her journey has been driven by curiosity, bold choices, and a readiness to step outside her comfort zone. From taking on different roles to holding her ground when things got challenging, Ajoke shares how she carved her path forward and why being intentional has made all the difference.
If your career journey were a movie, what would the title be and why?
If I had to title my career journey, it would be Grace. That’s my story: grace, grace, grace. Yes, I’ve put in the work, stayed curious, and shown up every time, but it’s truly been by the grace of God. That grace has given me the strength, wisdom, and tenacity I’ve needed at every step. Nothing else explains it better.
You studied microbiology, explored interior design and teaching, and now you’re leading a tech company. What’s the story behind your journey?
For me, it’s always been about purpose and curiosity. I studied microbiology, but my first job was as an accounts reconciliation officer, a role I was trained on the job to perform, despite having no prior background in accounting and a dislike for math. But I took it seriously, picked it up quickly, and made it mine. That’s one thing I’ve learned: you can be trained for anything, but what sets you apart is your interest and the level of ownership you take.
I never turned down any task. If I didn’t know how to do something, I’d say, ‘I’ll find out’, and I meant it. That mindset took me from reconciliation officer to manager, and eventually, within a year, to general manager of the group of companies I worked for, including a hospital I had zero prior experience managing. However, my boss recognised my availability, dependability, and people-focused approach, and he trusted me to lead.
I leaned heavily on Google, self-learning, and mental resilience. I’d say that what has helped me the most is my ability to listen, adapt quickly, and lead with empathy. People management comes naturally to me; I consider myself overly friendly. I just study people, and I try to understand them.
In my early years at NUGI Technologies, I was doing marketing at the time, but I stood out for how I handled tough situations. There was this client others found ‘difficult.’ I was asked to take it on, and I approached it calmly, figured out the disconnect was on both sides. We weren’t communicating clearly, and he was asking for things outside the agreement. I managed his expectations, cleared up the confusion, and we’ve had a smooth working relationship ever since, for six or seven years now. I think that’s the real win: being able to show up, learn quickly, and connect with people regardless of the role.
Looking back at your career journey, what decision or experience significantly impacted your path?
One of the most defining decisions I’ve made was taking a role completely outside my academic background. At one point, I wanted to study petroleum microbiology because I’d done my research. I realised that people in that field, especially those working in oil companies, made a lot of money—that was a huge goal for me at the time. I even planned to leave the country after school to pursue that path.
But when I graduated, I thought, ‘Why not work in Nigeria for a bit?’ That’s how I landed a job as an account reconciliation officer. Funny enough, that role, though unrelated to my studies, ended up being my entry point into tech.
Because I was in a tech firm, I found myself constantly asking questions, getting involved in developer meetings, and trying to understand what they were building. That curiosity pulled me in. Looking back, taking that job was a pivotal moment in my life. It completely changed the direction of my career.
You climbed the ranks at Nugi from client relations all the way to CEO. What do you think people often overlook when it comes to staying and growing within a single company?
I think one of the biggest challenges out there is that a lot of people don’t really know what they want, or what they’re looking for, and that’s why you see so much career hopping.
Before I joined NUGI Technologies, I was at a company where, after a while, I no longer saw the value. I wasn’t growing. But my current boss, who’s also been a mentor to me for years, offered me the chance to join Nugi, and I knew it was the kind of environment that would stretch me, and that’s exactly what’s happened.
So, for me, it’s simple: if you’re in a place and you don’t believe in the vision or you’re not seeing value, then it’s okay to move. But if you’re in a place where you believe in what they’re building, and you can see yourself growing while contributing to the bigger picture, then stay. That’s been my experience at NUGI Technologies. I stayed because I saw the value, and I see how much I’m growing in the process.
You didn’t start in tech, but now lead a tech company. How did you learn what you needed to lead effectively in this space? What non-obvious skill helped you grow into a leadership role
I’ve always been curious, and that curiosity has shaped the way I learn. I ask a lot of questions. I intentionally surrounded myself with colleagues who were already doing the work, and I made it a point to learn from them. Even now, I sit in meetings I technically don’t need to be in, just because I want to understand what’s going on.
When I hear something I don’t get, I write it down and look it up later. Google is my best friend. I can’t code, and I don’t have a background in software development, but even back when I was in marketing, I knew I needed to understand, at least on a surface level, what we were building so I could sell it well.
When I moved into client relations, that surface-level understanding wasn’t enough anymore. I had to go deeper. So I asked more questions, spent time with my mentor, and kept learning online. Over time, all of that has helped me grow into the kind of leader who understands the tech space, even without a technical background.
Has your experience as a woman in leadership influenced your leadership style or how others see you? What advice would you offer to young African women?
The first thing I always tell young women is, ‘Don’t underestimate yourself.’ You can be anything, but it takes consistency and a willingness to keep learning. Over the years, women have been boxed into stereotypes. Now, we’re starting to see more opportunities, but you have to be intentional about where you’re going. That’s something I’ve held on to, especially when distractions come. My dad gave me that advice a long time ago, and it’s stuck.
Be bold. Don’t let anyone box you in —society, culture, or even self-doubt. Even when I don’t have all the answers, I show up like I do. Google is your friend. Your network is your friend. Someone around you always knows something. Don’t relegate yourself to the background.
I’ve had experiences with traditional men who feel women shouldn’t be in leadership. I’ve walked into rooms where I’m leading the team, and someone walks in, shakes every man’s hand, and ignores me. That’s happened. It’s disrespectful, but I don’t let it deter me. In one case, the man started picking on me mid-presentation, calling me aggressive, but I stayed calm, got him to listen, and that was a win.
There’s a particular client who won’t talk to me unless he absolutely has to, just because I’m a woman. But I’m always prepared to show up and stand my ground. Nobody should be shut down because of their gender. So again, I say: be bold, be intentional, and when you know what you want, no one can shut you down.
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What’s something you learned on the job that no course, webinar, or degree could have prepared you for?
There was a client who needed a very specific solution, and normally, I’d go with at least one technical team member to those kinds of meetings. But that day, no one was available. So I sat down with the Head of Technology, asked a ton of questions, and took notes in my diary, which I always carry around.
Such sessions stick with me. Now, if I meet a similar client, I know exactly what to say.
Since then, I’ve become very intentional about sitting in meetings with developers to understand what they’re building. It’s made me a more effective project manager in the process, because you can’t represent the company well or communicate with clients effectively if you don’t understand the system yourself.
Describe a time you faced a significant obstacle in your tech career. How did you overcome it?
When I stepped into the operations role, it was one of the most challenging moments in my career. At the time, I wasn’t in the best place personally. I was dealing with some issues, and I didn’t feel like myself. There was no heads-up or formal interview; my boss simply informed me that I had to take on the role immediately and relocate from Lagos to Calabar. I didn’t feel ready at all.
The job involved attending meetings with politicians and state stakeholders, managing a team of nearly 70 people, and selecting leadership to support operational execution. There were always projects in motion, there’s never a quiet day, and it was a lot to take in. I was scared, no doubt. But my boss encouraged me.
A big lesson I learned was: do it scared. Even when I doubt myself, I don’t shy away from responsibility. I went online, did my research, and just committed to learning as I went. The transition wasn’t easy, but I moved to Calabar and took it one day at a time.
Being COO means you must always be informed. There’s no room for ‘I don’t know.’ It was overwhelming at first, but I leaned heavily on teamwork. I believe in building the right team and ensuring everyone knows their role. I documented everything, worked long nights, and had countless strategy sessions with my boss.
When he wasn’t available, I had to trust my initiative. Were there moments when things didn’t go as planned? Absolutely. But I stayed with it, and I’m much better for it now.
Can you walk us through a typical workday for you?
I’m usually up by 6 am. I start my day with prayer and arrive at the office by 8, even though work officially begins at 9. I like to be early because once it’s 9, the meetings begin, and people start coming to see me. I have regular catch-ups with my team, conduct daily reviews, and make it a point to speak with our CTO every day, as the tech department is the engine of the company.
The operations team also checks in with me daily, and I try to keep everyone updated on past meetings or important conversations I’ve had. Ideally, I wrap up around 6 pm, maybe take a walk or play some badminton before heading back to the office to finish up. I usually leave around 8 pm, sometimes later, depending on the tasks that need to be completed.
I make sure to eat before then, and on some days, I don’t even go home; I stay at an executive space we have at the office. Not every day is spent behind a desk, though. Some days are packed with external meetings, training sessions, or just being on the move.
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