Interim Group Chief Financial Officer (GCFO) · KPG Group Energy

Jan 2025 – Present

• Structured Finance Mandate | US$8.6B Refinery Development Programme
• • Challenge: Engaged on a contract basis as principal finance adviser to the Board, shareholders and Group CEO to structure financing for a US$8.6B refinery development, requiring institutional-grade governance and investor-ready reporting.
• • Action: Advised the Board on capital allocation, financing structure and enterprise performance; redesigned Board reporting architecture and developed governance reports and executive briefings to support major financing and investment decisions.
• • Result: Reduced Board reporting turnaround from 15 to 5 days, accelerating investment decision-making and strengthening lender and shareholder confidence in a mega-scale capital programme.

Group Chief Financial Officer (GCFO) · Enikkom Construction Group

Jan 2022 – Dec 2024

• Multi-Subsidiary Group | Construction, Industrial Manufacturing & Technology-Enabled Operations | Portfolio >US$1B
• • Challenge: Inherited a fragmented, multi-entity finance function spanning several business pillars with no integrated ERP, weak historical data integrity and rising OPEX during a period of rapid multi-subsidiary expansion.
• • Action: Directed an enterprise-wide digital finance transformation, implementing SAP S/4HANA and Oracle to unify reporting across subsidiaries and business lines; applied CISA-grounded IT governance to secure data integrity through the ERP rollout; established Board-level Power BI dashboards, standardized internal controls, and led a 25+ member finance, IT and shared-services organization.
• • Result: Delivered US$2.1B+ in cumulative cost optimization; secured US$200M+ in structured debt financing; cut the month-end close cycle by 67% (15 to 5 days); and achieved a zero-adjustment Deloitte audit opinion after reconstructing three years of financial statements from source records.

Finance Director – West Africa · SGS Inspection Services Nigeria Limited

Jan 2021 – Dec 2021

• Multi-Country, Multi-Service-Line Technical & Professional Services
• • Challenge: Regional operation spanning three countries and multiple service lines was constrained by fragmented reporting, weak cost-to-serve visibility and inconsistent pricing across business lines closely mirroring the governance demands of a multi-pillar consulting, recruitment and training business.
• • Action: Implemented Oracle NetSuite cloud ERP across four countries for real-time analytics, redesigned credit-control and service-line pricing governance, and partnered with regional Managing Directors on commercial decision support across each business line.
• • Result: Grew regional revenue from US$10M to US$30M and improved profit margins from 10% to 23% within 15 months; improved cash collections by 28% while reducing bad debt by 15%; delivered a zero-finding Big Four audit transition.

Chief Financial Officer · Belemaoil Producing Limited

Jan 2019 – Dec 2020

• Port Harcourt, Nigeria
• Upstream Oil & Gas Exploration & Production | Marine Logistics
• • Challenge: Weak forecasting discipline, revenue visibility gaps and extended receivable cycles were constraining working capital and executive decision-making.
• • Action: Directed corporate finance, treasury, joint-venture accounting and Board-level reporting; strengthened receivables governance and IFRS-compliant reporting integrity in partnership with commercial and operations teams.
• • Result: Reduced reporting discrepancies by 35% and cut the receivables collection cycle from 60 to 30 days, materially improving working capital and the reliability of executive reporting.

Head of Finance / Financial Controller · Moni Pulo Petroleum Development Company

Jun 2016 – Dec 2018

• Port Harcourt, Nigeria
• Upstream Oil & Gas | 9-Country African Portfolio >US$1B
• • Challenge: Managed financial control and strategic planning across nine African jurisdictions with complex regulatory environments and fragmented systems.
• • Action: Led the regional rollout of SAP S/4HANA and Hyperion HFM to centralize cost and margin visibility and automate compliance reporting; directed budgeting, treasury and FX risk management.
• • Result: Secured US$35M in syndicated debt financing, improving liquidity by US$9M and cutting cost of capital by 1.5%; reduced manual reporting errors by 45% and audit costs by 25%; delivered 20% YoY revenue growth in priority markets.

Regional / Country Finance Manager · Emerson Process Management LLC

Nov 2013 – May 2016

• Dubai, UAE / Lagos, Nigeria
• Industrial Automation & Engineering Services | ~US$1B Regional Activity
• • Challenge: Multi-country reporting complexity and inconsistent controls across nine African entities were limiting liquidity visibility and audit readiness.
• • Action: Directed treasury, financial planning, business performance management and executive reporting; supported the SAP and Hyperion rollout.
• • Result: Released US$15M in working capital, generated US$3M+ in annual interest savings, and achieved a zero-finding KPMG audit outcome.

Finance Manager – West Africa & Country Financial Controller, Nigeria · Weatherford International UK Ltd & Weatherford Nigeria Limited

Sep 2009 – Oct 2013

• Oilfield Services | ~US$900M Turnover
• • Challenge: Optimizing treasury and working capital for a high-turnover, multi-country business unit under strict SOX requirements.
• • Action: Managed multi-currency cash pooling, rolling cash-flow forecasts and rigorous variance analysis; ensured IFRS, US GAAP and SOX compliance.
• • Result: Freed US$15M in working capital and delivered US$3M in annual treasury savings, while maintaining 100% compliance across all jurisdictions.

Manager JV Reporting & Project Controls Lead · Chevron Nigeria Limited / Chevron Upstream Europe

Jul 2004 – Aug 2009

• United Kingdom
• Upstream Oil & Gas | LNG | US$2.75B Escravos Gas Project (EGP 3A & 3B)
• • Challenge: Managing JV accounting, budgeting and financial governance for one of Africa's largest integrated gas infrastructure mega-projects.
• • Action: Directed JV reporting, CAPEX governance, contractor claims negotiation and Board-level performance reporting for the US$2.75B programme.
• • Result: Delivered major project phases on schedule and within budget while negotiating contractor claims reduction from US$3.5M–5M to US$500K–1M, generating multi-million-dollar direct savings.

Chief Accountant · Smit Lamnalco Nigeria Limited

Jun 2000 – Jun 2004

• Recovered ~US$4M in legacy receivables; reduced DSO by 50% through structured commercial negotiation.

Master of Science (MSc), Accounting · University of Lagos, Nigeria

1999 – 2000