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By Enyeribe Ejiogu
Growth and sustained profitability of companies is tied to the efficient and effective management of the human capital of organisations. Forward looking and visionary companies recognise this and take steps to invest in the structured development of human capital as a strategic goal, which they consider as important as the budgetary outlays for marketing, product research and development.
In this interview, Oladoyin Romeo, executive development expert makes the case that every company, even an SME absolutely needs to have a human capital strategy to drive growth and sustainability. Romeo graduated from the University of Jos with a Bachelor of Arts degree in English Language, got Postgraduate Diploma and an MBA from the University of Uyo, alongside core corporate experience in banking, consultancy and is currently undertaking a Professional Women Leaders Executive MBA with the Roxbourg Institute of Social Entrepreneurship through the accredited professional education programme of Warien Rose Academy.
What exactly is the nature of your relationship with Warien Rose?
I am honoured to be a beneficiary of a scholarship awarded by Warien Rose Academy, which has given me the opportunity to pursue this internationally recognized executive leadership programme. This experience has strengthened my competencies in leadership, entrepreneurship, innovation, and strategic management while connecting me with a diverse global network of professionals and change-makers.
In addition, I have had the privilege of contributing to and participating in leadership development initiatives within the Faculty of Leadership and Executive Education at Warien Rose Academy, further enhancing my expertise in executive leadership, strategic thinking, organizational development, and sustainable enterprise development.
Paint a picture of your career trajectory.
My career journey has been driven by a passion for developing people and helping them realize their full potential. I began my professional career in the banking industry, where I gained valuable experience in customer engagement, performance management, and organizational excellence.
One aspect of banking that particularly inspired me was its strong culture of continuous learning. The regular training programmes not only equipped employees with new skills but also demonstrated how intentional learning could transform performance and build confidence.
That experience ignited my interest in people development and eventually led me into consulting, where I had the privilege of learning the profession through practical experience and exposure to organizations across different sectors.
During this period, I also facilitated learning programmes for schools and other institutions, which further strengthened my passion for education and capacity building.
My understanding of learning and development was further broadened when I taught English Language and Literature in both primary and secondary schools. I deliberately sought firsthand experience working with children and teenagers because I believe leadership, character, and lifelong learning are cultivated from an early age.
Over the years, I have facilitated learning interventions for corporate organizations, educational institutions, faith-based organizations, and individuals, with a strong focus on leadership development, personal effectiveness, and women’s empowerment.
Today, I continue to contribute to developing leaders and building capacity as a faculty member of Warien Rose Academy.
At what point in the course of your career did you begin to show interest in human capital development?
My interest in human capital development began during my years in the banking industry.
The banking sector places a strong emphasis on continuous learning, and I had the opportunity to participate in numerous training and development programmes.
Beyond the knowledge shared during those sessions, I became fascinated by the transformation they produced in people. I saw individuals become more confident, more competent, and better equipped to deliver results. That experience sparked my curiosity about how learning shapes performance, leadership, and organizational success.
Consulting further expanded my understanding of organizational development. Having facilitated programmes for schools, I also felt it was important to understand the classroom environment from within, which led me into teaching.
These experiences reinforced my conviction that human capital development is a lifelong journey.
Whether we are nurturing children, mentoring young professionals, developing leaders, or empowering women to reach their full potential, investing in people remains one of the most powerful catalysts for personal, organizational, and national development.
It has been asserted by a school of thought that corporate organisations should have a human capital development strategy. Why is it important and what are the practical benefits for companies?
Human capital is the most valuable asset of any organization. While technology, infrastructure, and financial resources are important, it is people who transform vision into results.
A well-defined human capital development strategy ensures that organizations intentionally attract, develop, engage, and retain the talent needed to achieve their objectives.
It goes beyond organizing occasional training sessions; it creates a culture of continuous learning, leadership development, succession planning, employee engagement, and performance improvement.
Organizations that invest strategically in developing their people enjoy higher productivity, stronger leadership pipelines, increased innovation, better customer satisfaction, improved employee retention, and greater organizational resilience.
In today’s fast-changing business environment, developing people is no longer optional, it is a strategic necessity.
From evidence, purpose-driven and success-oriented companies usually have a marketing budget. Should companies also have a dedicated budget for developing human capital as a critical investment?
Absolutely! Every organization recognizes the importance of investing in marketing because it drives visibility and business growth. In the same way, investing in people drives productivity, innovation, and long-term sustainability. Human capital development should never be seen as an expense but as a strategic investment. Organizations that deliberately allocate resources for learning, leadership development, coaching, mentoring, and employee growth consistently experience higher performance, stronger employee engagement, and better retention of talent.
The organizations that will remain competitive in the future are those that recognize that their greatest investment is not just in products or technology, but in the people who make those products and deliver those services.
How would you describe companies that do not have a human capital strategy and also do not budget for it? In evolutionary terms, can such companies become extinct?
Organizations that neglect the development of their people place their future at risk. Business environments continue to evolve, and organizations can only adapt as quickly as their people do. Without a deliberate strategy for developing talent, organizations often experience declining productivity, weak leadership pipelines, low employee engagement, and difficulty responding to change.
History has shown that many organizations do not fail because they lack products or customers; they struggle because they fail to evolve. Organizations evolve through people.
While extinction may not happen overnight, companies that consistently ignore human capital development risk becoming irrelevant in an increasingly competitive and knowledge-driven economy.
What should be the key components of a human capital strategy?
An effective human capital strategy should align with the organization’s vision, values, and long-term objectives. It should include: strategic talent acquisition; continuous learning and development; leadership development; succession planning; performance management; coaching and mentoring; employee engagement; career development; recognition and reward systems and employee well-being.
Equally important is measuring the impact of these initiatives to ensure they contribute meaningfully to both individual growth and organizational performance.
Ultimately, a successful human capital strategy creates an environment where people are empowered to learn, grow, innovate, and lead.
How did you get into executive training?
Executive training was a natural progression of my professional journey. My early exposure to structured learning in the banking industry sparked my interest in people development. Consulting later provided practical insight into organizational challenges and exposed me to the critical role leadership plays in driving performance.
As I worked with more professionals, managers, entrepreneurs, and organizational leaders, I found myself increasingly drawn to facilitating learning that equips leaders with practical skills to navigate complex challenges, inspire their teams, and achieve sustainable results.
For me, executive training is about more than sharing knowledge. It is about transforming mindsets, strengthening leadership capacity, and empowering people to make meaningful impact within their organizations and communities.
What is your understanding of social entrepreneurship? How can it help Nigeria fast-track the attainment of the SDGs by 2030?
Social entrepreneurship is the application of innovative and sustainable business solutions to address pressing social and environmental challenges while creating measurable impact. It demonstrates that businesses can achieve financial sustainability while improving lives through solutions in education, healthcare, employment, environmental sustainability, and social inclusion.
Nigeria is blessed with an energetic and creative population. By providing greater access to funding, mentorship, capacity building, and an enabling policy environment, social entrepreneurs can become powerful partners in accelerating the achievement of the Sustainable Development Goals.
The SDGs cannot be achieved by the government alone. They require strong collaboration among government, the private sector, educational institutions, civil society, and social entrepreneurs who are committed to solving real societal challenges.
What role should the Federal Government play in this, starting from the level of the Corporate Affairs Commission to other relevant agencies?
The Federal Government has a pivotal role in creating an environment where entrepreneurship, innovation, and enterprise can thrive. This begins with simplifying business registration processes, reducing unnecessary bureaucracy, and ensuring that regulatory agencies provide efficient, transparent, and business-friendly services.
Institutions such as the Corporate Affairs Commission play an important role in making it easier for entrepreneurs and social enterprises to formalize and grow their businesses.
Beyond regulation, governments should expand access to funding, strengthen entrepreneurship education, provide incentives for organizations that invest in human capital development, and promote stronger collaboration between the public and private sectors.
Most importantly, the government should continue to invest in education, skills development, and leadership programmes that prepare citizens for the opportunities and demands of a rapidly changing world.
When people are equipped with the right knowledge, skills, values, and opportunities, they become active contributors to national development. Investing in human capital is one of the most sustainable pathways to building a prosperous and globally competitive Nigeria.
