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Blueprints and bold moves: How Emmanuel Faith is rewriting the HR narrative
Long before Emmanuel Faith was leading HR teams at Cowrywise, Big Cabal Media, and now AfriChange, he got his start as a volunteer at a startup community, Naija Startups,helping founders solve hiring problems. That set the tone for everything that followed. Nearly a decade later, Emmanuel has bec...
Condia
published: Jun 26, 2025
Long before Emmanuel Faith was leading HR teams at Cowrywise, Big Cabal Media, and now AfriChange, he got his start as a volunteer at a startup community, Naija Startups,helping founders solve hiring problems.
That set the tone for everything that followed. Nearly a decade later, Emmanuel has become one of the leading HR professionals in Nigerian tech, whose work speaks as loudly as his opinions.
In this interview, we go behind the scenes of his decade-long career, exploring how he has built a career that challenges stereotypes about the HR profession, pushing back against broken systems, advocating for gender fairness, and making space for what matters to him, such as women’s football.
If your career journey were a movie, what would the title be and why?
It’d be Blueprints and Bold Moves.
Everywhere I’ve worked, even back at GE when I was in a junior role, I’ve left something behind. At Cowrywise, I worked with the growth team to build the Career Campus Ambassadors program. I wrote blog posts for product launches about football savings, even though I was officially in HR. I even handled partnerships. At BCM, I spent the shortest amount of time there, but I still implemented things, some of which didn’t go live until after I left.
Everywhere I’ve worked, I’ve made a significant impact, designing people processes that add value and create a lasting impact.
That’s the blueprint part. Then there’s the bold moves. Nigerian HR has a real problem. It’s not always incompetence, though, yes, that exists, but sometimes it’s fear. People are afraid to challenge management. So when the CEO says, ‘Do this,’ they say, ‘Yes, sir.’ I don’t operate like that. If I believe a decision is flawed, I’ll say so and back it up with data and numbers.
Just recently, my CEO was about to make a final decision that was going to be hazardous in the long run. To deter him, I put together a three-page PDF with research, data, and context to explain why we needed to reconsider. That’s how I work. I don’t just say no; I come with the facts, the numbers, and a better option driven by my extensive expertise.
Tell us about your journey into the tech industry.
I began my HR career through a tech community called NaijaStartups, starting as a volunteer and later transitioning to a recruitment assistant. I don’t talk about that part of my story enough, but it matters. Aramide Abe, who founded the community, took a chance on me.
And I took a chance on myself, too, by reaching out to her and pitching myself. This was pre-Paystack, before tech became the big industry it is now. Back then, she’d fly into Nigeria periodically for meetups, and I helped with organising and managing those. Eventually, when I started my CIPM, she said, ‘People are struggling to hire. You’re our HR guy, help them.’ That’s how I started doing recruitment, earning commissions on placements I closed.
At the time, I didn’t even think of it as working in tech. After that, I moved to General Electric (Now GE Vernova), a Fortune 500 company.
When people ask about my tech journey, I usually start from Cowrywise, because that’s where I led an HR function fully for the first time. I joined as the first Lead, People and Culture, and built the HR systems from scratch, the foundation they still use today.
From there, I moved to Big Cabal Media as Head of Talent Management. And now I’m at AfriChange, one of the leading remittance companies on the continent.
You’re very vocal about the HR career, you have a YouTube channel, you run HR Clinic, and you’re building Fervora around women’s football. How do you manage to balance all of that?
I’m a big believer in work-life flow. Not work-life balance. Life doesn’t always split neatly into equal parts. Sometimes one thing takes the front seat, and that’s okay.
For instance, Fervora was on pause for about two or three months because my co-founders were unavailable, and I was leading some critical HR projects at work. But now that WAFCON is around the corner, Fevora is back in full swing.
Even outside of Fevora, earlier this year, I wrote barely anything for the international platforms I contribute to in the UK and Australia. Between January and March, I don’t think I wrote more than three pieces in total. But between May and now, I’ve written over four articles for each of them, and more are in the pipeline, just waiting to be published.
What helps me manage all of this is priority. At different points, different things matter more. Sometimes it’s HR. Other times, it’s women’s football. I call it multiple expressions. If you’re someone with multiple creative or professional outlets, you need to know how to prioritise and direct your energy accordingly.
One of my favorite reads is an HBR article titled ‘Manage Your Energy, Not Your Time.’ That concept has stuck with me. I use tools that help me stay focused, such as an app that locks Instagram and Twitter once I reach my daily quota.
In summary, I don’t have a balance, but I direct where my energy flows in order of priority.
Considering how passionate you are about women’s football. Where did that interest come from?
My support for women in football stems from two sources: my interest in gender equality, particularly through the lens of SDG 5, and my lifelong passion for sports.
When I got into HR, I became more aware of the gender-wage disparity. It’s a major part of DEI conversations. Across industries, women generally earn less than men. At Cowrywise, one of the campaigns I was most proud of was the Design Fund for Women. In 2021, I wrote an article on gender wage parity that led to being a co-questionnaire at the BBC Global Questions, hosted by Zeinab Badawi. That experience reinforced how much work still needs to be done.
Since then, whether at Cowrywise, Big Cabal Media, or AfriChange, I’ve made it a point to pay women what they deserve. I actively encourage women to negotiate, because the money is there on the table.
When you look at women’s sports, the same dynamics are at play. Women’s football, for instance, is severely underfunded. People often point to tennis as an example of parity—Grand Slam winners, male or female, now earn the same after years of disparity thanks to Venus Williams and Billie Jean-King.
But in football, that’s not the case, mainly because the revenue just isn’t there yet. And the reason revenue is low is that awareness is low.
So that’s why I’m focusing on building awareness. More awareness brings visibility, which in turn brings revenue, ultimately translating to better pay for the athletes. Look at the FIFA Women’s World Cup: in 2007, the prize money was $1 million. By 2019, it had risen to $4 million. And in 2023, it jumped to $10.5 million. That growth came from more people watching, talking, and buying tickets.
I want to keep playing in that awareness space, because that’s how we shift the economics of the game.
You were between jobs for a significant period, and you even did a video. How did you navigate that phase, both mentally and professionally?
Let me start by saying, everyone who’s ever gone through a recruitment process I managed will tell you, I don’t ghost candidates. I’m big on compassionate feedback. I try to be as gracious as possible. At Cowrywise, someone once told me my rejection email read like a love letter. That stuck with me because I know what it feels like to be treated unfairly. I’ve been on the other side, and I even made a YouTube video about my experience.
Being out of a job was hard. No one enjoys that. But I learned a few important things during that season. First, it becomes increasingly difficult to secure certain roles as you advance in your career, especially in an economy like Nigeria’s. I got offers, but not the kind I was aiming for. I had already done fintech and media tech, and I didn’t want to leave tech. I love the fast pace it brings.
Another point, and this is for people who’ve been in the game five years or more, you need what I call a developmental distinction on your résumé. An MBA, a Master’s degree, an executive course, something that signals continued growth. I missed out on two or three roles purely because I didn’t have that extra differentiating credential.
As for the video, I didn’t post it to get a job. I posted it because I wanted to be the first Nigerian to replicate that style. That was the goal. But it ended up landing me opportunities anyway.
You mentioned the video helped you get some job offers. How did that play out?
The video didn’t directly land me my present job at AfriChange, but it definitely played a role. I had the idea for a while, and I wanted to be the first Nigerian to do that style of video. Then I saw a leader I respect post a video that said, ‘Do hard things this week,’ and that pushed me to finally record the video.
Funny enough, the person who made that video turned out to be my hiring manager at AfriChange four months after I made the video. Sometimes the things you do just for the sake of creativity or expression end up opening unexpected doors.
As an HR Manager, what would you say to someone trying to stand out in today’s competitive job market?
First of all, and I know this sounds cliché, but clichés exist for a reason—build in public. That’s the biggest thing. A lot of the interviews I got came from people who just knew me from LinkedIn or Twitter.
Second, understand the uniqueness of your industry. I got quite a number of offers, but I was looking for a senior role, which naturally takes longer to land, especially in this kind of economy. If I had been aiming for a mid-level role, I probably wouldn’t have been in the job market that long. But that’s where knowing your industry well comes in. Some of the most enjoyable interview processes I had were with companies where we just vibed, where we understood each other because I’d studied what makes the hiring process in that space unique.
I always say this to data analysts, for example: ‘Don’t just tell me you’ve done the job.’ Show me the projects. What data problems are you solving outside your 9 to 5? What personal projects are you working on that reflect the nuances of your industry? That’s what gets attention, especially if you’re just starting out and don’t have formal work experience yet.
Another big lesson is this: it’s not always about you. Sometimes it really is them. I once went through two rounds of interviews for a role I was excited about. The final stage was meant to be with the CEO, and we were already discussing compensation. Then the hiring consultant came back and said, ‘The CEO prefers to hire a woman for this HR role.’ Just like that. So yeah, it wasn’t about me. It was about something else entirely.
Finally, my friend Michael always reminds me, it’s a numbers game. Sometimes you apply for five jobs and land one. Other times, you apply for 505 before you hear back. The key is to stay visible, stay active, and stay applying.
Let’s talk about gender dynamics in HR. Why do you think certain perceptions about the role still exist?
This idea that HR is a ‘women’s role’ is definitely a misconception.’ Interestingly, some of the top HR professionals in tech in Nigeria are currently men.
The stereotype exists because HR started off as an admin-heavy function. Admin roles were often seen as extensions of care work, nurturing, supportive, and emotionally attuned. So people assumed women were naturally better suited for HR.
But HR has evolved. Today, it’s not just about being ‘nice’ or empathetic. It’s about being a strategic business partner. We now have CHROs. HR sits at the executive table. This year alone, I’ve made at least five data-driven decisions that required me to sit down with my CEO, walk him through the numbers, and explain the business case behind the changes I was proposing or opposing.
Ten, fifteen years ago, no one saw HR that way. Back then, it was all personnel management. Now, some HR roles even ask for skills like Python; that’s how far we’ve come.
I touched on this in my book, How to Do HR in Nigeria. These stereotypes don’t reflect the reality of what the job demands today: business acumen, data literacy, and strategic thinking. The nursing-tendency assumption just doesn’t hold up anymore.
Do you see yourself having a second career curve moment where you completely switch paths?
If Alexis Ohanian calls me today to join him at 776, whether as a content strategist, business analyst, people manager, or any role in women’s football, I’m writing a long thank-you thread on Twitter, signing off from HR, and going full-time into the sport. No hesitation.
That’s the kind of move I wouldn’t think twice about.
And I say this often: your career is a marathon. Some people run that marathon in a single lane for 26 years. Others switch lanes. I’ve already done that once. I moved from finance to HR about seven years ago. Many people are unaware of this because it happened so seamlessly. At Cowrywise, we had a concept called internal mobility. If you were doing one thing but wanted to try something else that aligns with our business goals, we’d open up the opportunity for you.
So if internal mobility is valid inside a company, external mobility should be just as valid in your broader career. If you see me in women’s football a few years from now, don’t act surprised. This is something I’ve been passionate about for a while, and I’m always open to evolving.
What’s your take on staying long in a company versus job hopping?
I’ll answer this with a scenario-based lens, because context really matters. Most tech companies in Nigeria still lack a structured approach to compensation and benefits. Often, to secure better pay, the only option is to move. But the question shouldn’t just be ‘Should I move?’ It should be ‘What am I optimising for at this stage of my career?’
When I was at Cowrywise, I got offers. In fact, on my 250th day there, a well-known CEO publicly tweeted at me and then slid into my DMs to offer me a role. He didn’t even try to be discreet about it. It was flattering, and I used it to negotiate a raise internally. But I stayed. Why? Because I was still early in my HR career. I needed stability and continuity more than a pay jump.
Now, five years later, I’d probably take such offers because I’m not optimising for the same things. I’ve proven myself, and I can take on new systems and challenges more easily.
Early on, I always advise people to stay at least 18 months, maybe even two years. Use that time to build foundational experience. After that, you can start exploring. Sadly, because many companies lack clear career progression frameworks, people often don’t know what’s next for them. So when someone dangles a 100% salary increase, they jump—understandably.
But let’s say I’m earning ₦600,000 as a product manager, and I know that in six months, I’ll be promoted to a Senior Product Manager with a salary of ₦1 million. If another company offers me ₦1.2 million, I might stay put. Why? Because I’ve built rapport here, I’m familiar with the systems, and the gap is just ₦200,000. But if no one’s told me that promotion is coming, I’ll take the ₦1.2 million without blinking.
This is what I try to tell founders when I meet them at events, accelerators, and incubators that having great perks isn’t enough. You have to communicate with them clearly and repeatedly. At onboarding, at performance reviews, and in team meetings. Let people know what’s ahead; otherwise, they’ll assume nothing is coming and leave.
So, to answer your question: should you stay or should you go? It depends. What stage are you in, and what matters to you right now? Know that first. Then act accordingly.
What’s your advice for someone preparing to negotiate their salary at work?
When it comes to salary negotiations, I always tell people to focus on three things. First, what industry are you in? Second, what’s the paying power of that industry? And third, this is where people often miss it: what does the job description actually say?
Two roles can have the same title and mean completely different things. A ‘People Associate’ at Paystack might handle payroll and benefits. The same title at PiggyVest might focus only on engagement and recruitment. So don’t negotiate based on job titles—negotiate based on the actual work you’ll be doing.
Another factor to consider is the depth and diversity of your experience. Say you’re a senior salesperson who has worked across manufacturing, media tech, and SaaS, your value isn’t just in what you’ve done, it’s in the network and institutional memory you bring with you. You’re joining with social capital, and that matters. You should absolutely ask for your coins.
The same thing applies in finance. If you’re a CFO with CFA, ACCA, and ICAN certifications, that’s not just a stack of qualifications. That adds weight to the brand. Your personal branding becomes part of the company’s brand positioning. So when you walk in the room, walk in with the full awareness of what you carry, and negotiate accordingly.
I also have a YouTube video on this topic, titled ‘How to Ask for What You Deserve.’ I’ll also be teaching a one-hour masterclass on how to negotiate your salary at the African Workforce Summit 2025, so if this topic speaks to you, come listen to me speak about it.
Any final words?
Well, don’t just work, show you are working. Whether you like it or not, your story is being curated. Why not be the author of the story, curating it yourself the way you want the world to read it.
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