The technology sector has become increasingly appealing to many Nigerians, driven by its rapid expansion over the past ten years. For Faith Emmanuel, however, the motivation was more intrinsic: a persistent quest for challenges, a passion for creation, and a firm conviction in tackling “difficult tasks early on.” This mindset, inspired by Cal Newport’s acclaimed book So Good They Can’t Ignore You, has guided him from the detailed, methodical environment of tax and conventional corporations into the dynamic realm of African tech Human Resources (HR).
Currently, Emmanuel is recognized for his expertise in establishing people-centric processes from the ground up, his strategic acumen, and his talent for turning underperforming teams into vibrant, engaged communities.
A pivotal career transition
Emmanuel’s career journey started with a degree in Economics and a role at a traditional tax consultancy. “I often worked until 11 PM, and I once spent three hours refining a two-page document alongside a lawyer,” he recalls.
While this experience sharpened his attention to detail, it also revealed a misalignment with his true interests. His passion lay in HR, and he sought a more stimulating challenge. This led him to join General Electric (GE) as an HR support staff, where he reported to several HR business partners simultaneously.
“Each day was unpredictable, reporting to four different managers, with a fast-paced and intense workload,” Emmanuel explains.
Rather than feeling overwhelmed, this environment fueled his desire for speed and agility. After GE, he explored opportunities with various companies but found himself drawn to tech startups like Cowrywise. “If you ask why I ventured into tech, it’s because my HR career began at a rapid pace, and I didn’t want that momentum to slow down,” he shares.
His Economics background also made fintech a natural fit, aligning well with talent management in a wealth management firm like Cowrywise. With just a few years of experience, Emmanuel became Cowrywise’s inaugural Lead People and Culture Manager.
“Success at Cowrywise meant something entirely different for me-I was stepping into chaos to bring order,” he reflects.
Crafting the foundation: Insights from the ground up
Creating people processes from scratch in a fast-growing startup or entering a company plagued by “office politics” demanded more than traditional HR skills. It required a builder’s mentality and a readiness to learn, often through trial and error.
In Nigeria, Emmanuel notes, HR is frequently misunderstood as merely “hiring and firing.” Yet, he is committed to redefining this narrative. “You don’t have to fit the typical HR mold,” he advises. He encourages professionals to expand their roles-for example, becoming a customer experience specialist in tech who leverages data analytics from user feedback to inform product or data teams. This approach earns respect beyond routine administrative tasks, positioning HR as a strategic partner.
Another key lesson Emmanuel emphasizes is the importance of defining personal success early on. At Cowrywise, his goal was to “create the best workplace possible.”
When he joined AfriChange, a company with a history of “serious people-related challenges,” his first priority was to establish clear policies. This included the bold decision to discard the company’s existing core values and lead a three-day workshop to redefine them.
“Did some people resist? Absolutely. But now, with new core values that truly reflect our culture and processes, they appreciate the change,” he says.
The 90-day strategy
For a builder like Emmanuel, the challenge isn’t just executing tasks; it’s balancing his eagerness to “tackle tough challenges early” with the political savvy to “read the room.” His approach begins with a thorough diagnosis of the company’s core issues.
At Cowrywise, the pressing need was innovative HR solutions for unconventional employees. At AfriChange, it was about restoring fractured trust and fragmented systems. Pinpointing these priorities directs his efforts.
He also focuses on accumulating “career capital.” Emmanuel explains that when proposing significant initiatives in tech companies-often met with resistance-he can reference smaller projects he has successfully completed. This track record builds the credibility necessary for larger undertakings.
Moreover, Emmanuel stresses the importance of playing the long game in tech environments. For instance, he initially refrained from critiquing the structure of Friday meetings at AfriChange.
“I thought the meetings could be better organized,” he admits.
When attendance declined months later, the team sought his guidance to improve them.
Central to his methodology is the “90-day rule”: “In the first three months, I recommend working exceptionally hard to establish the reputation you want.” His aim is to be perceived as reliable and competent.
“No matter where I go, I put in extra effort during the initial 90 days to build enough career capital so that when I propose bigger changes, people trust me,” Emmanuel explains.
Managing HR in a remote-first environment
For HR leaders in tech, especially across Africa where remote work spans multiple time zones, Emmanuel highlights the critical role of clear communication. “In corporate settings, you can never over-communicate. Never make assumptions,” he advises.
Since remote work is often asynchronous, he recommends that tech companies designate “collaborative hours” during which specific teams are guaranteed to be online simultaneously. This facilitates essential real-time collaboration and problem-solving.
Introducing HR Clinic
Emmanuel points out the stark contrast between traditional and tech HR, primarily in terms of execution speed. “Even with bureaucracy, tech companies move much faster than traditional firms,” he notes.
Where a corporate initiative might take six months to roll out, a tech startup can conceive, propose, and implement it within weeks. This insight inspired Emmanuel to launch HR Clinic, a venture aimed at supporting startup founders-often ex-engineers or product managers-who lack foundational HR knowledge.
HR Clinic provides “speed consulting sessions” and “fractional HR consulting” to help founders establish strong people processes, culture, and documentation from the beginning. Emmanuel envisions partnerships with venture capitalists and accelerators to help startups avoid costly HR pitfalls.
For those transitioning from traditional HR to tech, Emmanuel’s advice is clear: your skills are transferable, but you must embrace an “extraordinary pace of execution” and replace rigid procedures with adaptability.
Tech professionals, meanwhile, should prioritize “fast, meaningful contributions.”
“While compensation matters, I don’t join companies solely for the money. Ask yourself: will I be able to do impactful work here?” he urges.
For outsiders attracted by the allure of tech, Emmanuel cautions: “Tech isn’t a shortcut to wealth. It demands hard work, so make sure your reasons for joining are genuine.”
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