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By Juliana Taiwo-Obalonye
Few Nigerians blend strategic vision, execution excellence and authentic leadership the way Enene Ejembi does. With a career spanning banking and development consulting in sectors like governance, economic growth, health, and education, and now as Executive Director of Verbatim Virtual Solutions, she has shaped reforms, delivered results, and brought a values-first approach to some of Nigeria’s most complex development challenges. In this interview, she reflects on her journey and shares practical insights on navigating Nigeria’s evolving economy.
How did your early life and educational journey influence your career path in international development?
I started out in retail banking—first at Diamond Bank here in Nigeria and later at the Royal Bank of Scotland in the UK. Eight years in finance gave me strong foundations in process discipline, client service, and result performance thinking. But by 2012, I took stock. I asked myself what kind of work would draw on my creativity, strategic mindset, and analytical strengths while aligning with my values—authenticity, responsibility, ambition, gratitude, and excellence.
Academically, I hold a Master’s degree in English Literature from the University of Dundee, I’m a certified Knowledge Manager (KMI, Washington DC), and I’ve completed executive programmes at Harvard Kennedy School – including the Leading Economic Growth course. That cross-disciplinary exposure shaped my decision to move into international development, where I could contribute more directly to poverty reduction and national transformation. My entry point? A USAID training in health systems strengthening. I was part of an 81-person cohort of consultants who led the coordinated roll-out of training to strengthen capacity for malaria control across 20 out of 36 states in Nigeria. Over the years I have delivered technical assistance on behalf of the UK’s Foreign, Commonwealth and Development Office, supporting reforms across various sectors: Health, Economic Growth, Governance, Education.
In what ways did your early work in financial services influence your perspectives on strategy and governance within development projects?
Banking operations and international development may seem worlds apart, but they share more in common than people think. In banking, especially operations, there’s a relentless focus on precision—you must balance the books daily, reconcile accounts, and follow strict processes. There’s no room for ambiguity or delay.
Development work brings that same results orientation. We use intellectual and adaptive problem-solving. We draw on evidence, systems thinking, and participatory methods to design solutions to real world issues – whether it’s public financial reform or expanding access to health services. But unlike in the academia, where ideas often stay theoretical, in development we test these solutions in live contexts. We track outcomes, measure what works, adapt what doesn’t, and report transparently.
The operational discipline shaped how I approach problem solving: structured, accountable, and outcome-focused. The way we work in development is the perfect balance between thinking and doing—and that’s what drew me in.
Banking gave me discipline and structure. In operations, I learned how to streamline processes, and minimise inefficiencies—lessons I’ve brought into public sector reform.
In banking operations, every single day ends with one non-negotiable: balancing the books and reconciling the branch account. If you don’t close accurately, the entire branch is held up. That discipline trained me early to approach problems methodically—spot discrepancies, trace root causes, and resolve issues swiftly and accurately. It hardwired in me a respect for process, precision, and follow-through. That experience now shapes how I solve problems in development work—never jumping to conclusions, always anchoring solutions in evidence, and ensuring systems can stand up to scrutiny.
In Business Development, I learned boldness, how to think on my feet, and the value of delivering measurable results. Those years sharpened my ability to engage clients, build trust, and stay focused on results—no matter the sector.
Over your 21-year career, what key skills and experiences have been most critical to your success as a leader in international development?
Leadership, first and foremost. I naturally take ownership and accountability—qualities that show up in my home, my work, and my faith walk. I think strategically, speak clearly, and execute consistently. Being a first daughter in a Nigerian family taught me responsibility, resilience, and self-drive, early on. I’ve also always had an entrepreneurial streak, even as a child. Combined, these experiences have shaped how I lead teams, manage complexity, and solve problems in high-stakes environments.
What are the key challenges that businesses and development actors face in Nigeria’s current economy?
High inflation and a volatile naira increase operating costs and complicate planning. Infrastructure deficits—from power to transport—add friction at every turn. These challenges reduce investor confidence and make it harder to scale impact. Yet amidst this, the energy, resourcefulness, and grit of Nigerians remain unmatched.
How have recent reforms like subsidy removal and exchange rate unification impacted your work?
These reforms are necessary—but the sequencing has left gaps. While we now have fiscal space from subsidy savings and exchange rate transparency, the inflationary impact has been brutal on households and MSMEs. At Verbatim, we’ve had to double down on projects that build resilience—especially at the subnational level, where systems are closest to the people.
In what ways do these economic pressures affect governance and advocacy efforts?
They heighten urgency but also strain institutional capacity. Citizens expect relief and reform, but government agencies often lack the tools, data, or systems to deliver effectively. This is where strategic communication and knowledge management are vital—to build trust, track progress, and sustain momentum.
What should the Nigerian government prioritise to unlock sustainable growth?
Three things: Execution discipline—Consistent, transparent follow-through on policies and programmes. Productive knowledge—Invest in skills and capabilities, not just infrastructure. Institutional reform—Governance and the public sector must be the delivery platform, not the afterthought.
How can the government better support the private sector and development initiatives?
Cut the red tape. Fully implement the 2023 Business Facilitation Act, because full implementation would empower MSMEs—who make up over 80 per cent of Nigeria’s employment base—by making it easier to start, formalise, and scale businesses. Then invest in reliable power under the new Electricity Act. The Act allows state governments and private players to generate, transmit and distribute power. Nigeria should decentralise aggressively—supporting state-led energy plans, incentivizing mini-grids in underserved areas, and attracting private capital into renewables and infrastructure. The federal role should be enabling, not controlling. This will incentivize local value addition and support SMEs to scale.
With debt servicing pressures, how can we ensure capital investment and safety nets aren’t sidelined?
Given the challenges with debt servicing and budget allocations, it is great to see that the Federal government has completed the repayment of the principal sum of the $3.4 billion emergency loan obtained from the International Monetary Fund (IMF), with the final instalment settled on April 30, 2025.
Going forward, government should ring-fence priority sectors—education, health, infrastructure. Use performance-based financing, like in World Bank funded NG-CARES, to ensure funds reach their targets. And digitise service delivery to reduce leakages.
How do you maintain resilience and strategic focus in this climate?
By anchoring in purpose. I know why I do this work—to solve real problems, to serve, and to build legacy. I also stay grounded through prayer, rest, self-care, and perspective. Disruption is a given, but clarity helps me adapt with grace. Also, I actually enjoy the work that I do – that always helps.
What role do knowledge management and strategic communication play in navigating these times?
At Verbatim Virtual Solutions, our expertise is in development delivery that strategically combines our core tools of knowledge management and strategic communications with expert methodologies relevant to sectors like economic growth, governance, health, education, and climate. This integrated approach is central to how we deliver results for our clients.
Knowledge management and strategic communication are make-or-break for success in this space. Data without narrative doesn’t drive action. Policy without public engagement doesn’t stick. We design systems that translate learning into practice—through peer learning, storytelling, and adaptive feedback loops.
What’s your strategic vision for Verbatim Virtual Solutions?
We’re building Africa’s premier consulting firm for development delivery—nimble, values-driven, and results-focused. Our desire is to create long-term, locally-led development solutions and empower African nations to build resilient systems of growth and governance. In the next few years, we’ll expand our advisory offerings, deepen our impact in knowledge systems and governance, and support African governments to lead their development agendas with clarity, confidence, and competence.
How do you integrate values like integrity and accountability into your leadership?
By modelling them. The name Verbatim was chosen with intentionality. On one level, it means “word for word”—a reflection of our core value of integrity. We do what we say, exactly as we say it. On another level, it speaks to the power of precision in language—our craft lies in using words not just to inform, but to solve problems, shape narratives, and drive change. At Verbatim Virtual Solutions, every word is strategic, every message intentional, and every deliverable a reflection of thoughtfulness, clarity, and truth.
At Verbatim, we say what we mean, do what we say, and admit when we fall short. We practise radical ownership—of results, of relationships, of reputation.
What role do communication and knowledge play in achieving the SDGs?
They bridge the gap between intent and impact—but only when paired with rigorous execution. At Verbatim Virtual Solutions, we’ve supported results-driven reforms across multiple SDG targets through direct technical assistance.
For the World Bank’s NG-CARES programme, we enabled states to deliver shock-responsive livelihoods and MSME support (SDG 1: No Poverty; SDG 8: Decent Work & Economic Growth) by strengthening delivery systems, scaling results, and embedding performance-based accountability.
Under the UK Foreign, Commonwealth & Development Office’s PERL programme, we supported reforms and participatory governance processes (SDG 16: Peace, Justice & Strong Institutions), contributing to increased state revenue and citizen-informed budgeting.
For the United Nations Global Compact’s Global Africa Business Initiative (GABI), we helped position Africa as a trade and investment partner (SDG 17: Partnerships for the Goals), documenting strategic commitments across energy, trade, and digital transformation.
With FCDO’s PLANE education programme, we helped document and institutionalise key education policies in Kano State (SDG 4: Quality Education), enhancing the regulatory environment for girls’ education, teacher development, and non-state schools.
Through the Market Development in the Niger Delta (MADE) programme, we contributed to inclusive market systems development (SDG 5: Gender Equality; SDG 9: Industry, Innovation & Infrastructure) by supporting rural enterprises to scale through value chain interventions in agriculture, aquaculture, and textiles.
Across these assignments, our role has gone beyond knowledge capture—we’ve been implementation partners, supporting policy, systems, and execution frameworks that deliver real, measurable development gains.
What were some of the hardest parts of shifting between finance, government, and non-profits?
The biggest shift was mind-set. Each space speaks a different language. Banking values speed and efficiency. In banking—especially operations—everything is structured, metrics-driven, and reconciled daily. There’s little room for ambiguity, and success is tied to efficiency and compliance.
Development values inclusion, participation and learning.
Transitioning into international development, particularly in knowledge management and strategic communications, meant embracing complexity, context, and adaptive thinking. Then add to the mix how the Government works, often valuing protocol, due process and authority.
In development, results aren’t always immediate, and success often depends on intangible factors—like building consensus, influencing behaviour, or embedding learning into systems. It required me to be more patient, more collaborative, and to balance rigor with empathy.
At first, the lack of clearly defined outcomes and the slower pace of change felt disorienting. But over time, I realized that what I brought from banking—clarity, precision, and accountability—gave me an edge in delivering KM and comms solutions that weren’t just insightful, but implementable. I learned to blend structure with strategy, and that’s become a hallmark of how I work today.
What is that defining project or moment in your career?
NG-CARES stands out. Helping states respond to the pandemic through a performance-based model while embedding systems that will outlive the crisis—that’s the kind of impact that excites me. Verbatim’s role in supporting states to scale performance, enabling peer learning, and elevating local voices was deeply fulfilling.
How do you navigate complex development challenges with global and local actors?
Through trust, clarity, and structure. I map interests, manage power dynamics, and create platforms where collaboration feels safe and productive. It’s part art, part science—and I love both.
What are your favourite cuisines?
I have a strong Nigerian palate so tend towards anything meaty and spicy, but I’m also a fan of fresh fruits and salads. Mangoes, strawberries, and plums are always welcome. I not only enjoy meals but also the idea of it – fine dining and great company always.
Any favourite travel destinations?
For me, it’s less about location and more about experience. Zanzibar was magical. South Beach in Florida had great vibes. And NYC? Always electric.
How do you unwind after a packed week?
Sleep. Massage. Prayer. This trinity keeps me centred and ready for the next challenge.
