Give to Gain: Ajoke Akinlabi on why building people matters as much as building technology

In 2026, the conversation around gender inequality is increasingly moving beyond representation toward meaningful action. Women deserve not only a seat at the table, but real inclusion across every arm of organisations, especially in leadership.

Most conversations around leadership within the tech ecosystem focus on innovation, scale, and the systems transforming economies. But for Ajoke Akinlabi, the most important thing leaders build isn’t technology. It’s the people.

Today, Ajoke serves as the CEO of Nugi Technologies, a software company that delivers digital infrastructure and technology solutions to help governments and businesses operate more efficiently. Her leadership philosophy is simple but powerful: “Build people as intentionally as you build systems.”

Rather than focusing solely on strategy or results, she prioritises building systems that allow people to grow beyond their current roles, their visions for themselves and even beyond their qualifications. It’s a philosophy shaped not by theory, but by experience.

Ajoke didn’t begin her career in engineering or executive leadership. Her path to becoming CEO of Nugi Technology started in roles that are often overlooked in discussions of tech innovation.

She began in marketing and client relations and, over time, moved across multiple functions within the company, eventually becoming Chief Operating Officer. Each role gave her a deeper understanding of the business inside and out.

Her endless curiosity, resilience, and willingness to step into unfamiliar territory eventually led her to leadership. But as Ajoke reflects on her career journey, she believes the real driver of impact is something else entirely.

Opportunity. Because in her experience, industries change when people are given the chance to grow.

Ajoke credits much of her leadership journey to the mentorship and responsibility she was entrusted with early in her career. The opportunities and trust shaped how she leads today.

It’s a mindset that perfectly reflects the 2026 International Women’s Day theme: “Give to Gain.” The understanding that when knowledge, opportunities, and access are shared, their impact extends far beyond any single individual.

In a rapidly evolving industry, Ajoke believes the companies and leaders who will shape the future are those who invest not only in innovation but in people.

For this year’s International Women’s Day, we spoke with Ajoke about leadership, mentorship, confidence, and how women can create opportunities for themselves in industries where they are still underrepresented. 

In this conversation, she shares lessons from her journey, the leadership principles that guide her work, and why investing in people is one of the most powerful ways to build lasting impact.

The Conversation

1. What does the 2026 theme mean to you?

To me, “Give to Gain” speaks to the power of intentionality. Giving people opportunities, sharing knowledge, opening doors, and creating platforms for others to grow stronger. My experience in tech and business has shown me that progress and growth are rarely individual; it is a collective effort. The more we invest in others, the more innovation and leadership are unlocked.

2. How does this year’s theme show up in your day-to-day leadership style?

I am someone who was given the opportunity to grow and entrusted with so much without looking at my qualifications, so I always make sure, as a leader, I prioritise sharing knowledge and building people and systems that allow others to grow beyond their current roles and their qualifications.

3. What does meaningful mentorship look like to you in practice?

Meaningful mentorship is not just giving advice; it‘s creating access and opportunity. Introduction and recommendations of people for roles, and helping them see possibilities they may not yet see for themselves. Real mentorship is practical and action-oriented.

4. How do you stay ahead in such a competitive industry?

For me, it comes down to continuous learning and strategic curiosity. We stay close to emerging technologies, global trends, and the evolving needs of businesses. But beyond that, we invest in strong networks and partnerships.

5. How do you balance speed with quality work when leading teams in a fast-moving industry?

Speed is important in tech, but clarity and systems are even more important. We focus on building teams that understand the vision and have clear execution processes. When people know the standards and goals, they can move quickly without compromising quality.

6. What’s a recent project/initiative you led that you’re particularly proud of and why?

One initiative I’m particularly proud of is the work we’ve been doing in Cross River State to build digital platforms and provide technology solutions to increase the state's revenue, while also expanding opportunities for the state across the world. 

What excites me most is not just the technology itself, but the impact: the increase in revenue from the digital platforms deployed and how the state now operates more efficiently.

7. How do you protect your confidence in this industry?

Confidence comes from preparation and clarity of purpose. I remind myself that I was made for this and the impact I want to create. I also surrounded myself with people who challenge and support me. In a fast-moving industry, confidence is not about knowing everything—it’s about trusting your ability to learn, re-learn, unlearn and be open to new ways of doing things.

8. What leadership lessons have shaped you the most on your journey?

One of the biggest lessons is that leadership is about people, not just strategy. Vision matters, but the ability to inspire, trust, and develop others determines how far that vision can go. Another lesson is resilience: every major milestone usually follows moments of uncertainty or challenge.

9. What do you want people to misunderstand about you less?

My playful nature: I play a lot, but when it comes to work, I’m extremely focused and very intentional about the decisions I make. Leadership doesn’t always need to be too serious.

10. What advice would you give a young woman aiming for executive roles or looking to enter this industry?

First, tell yourself you can do IT. Develop your technical or strategic expertise, but also learn to speak about your ideas clearly. Second, don’t wait for permission; create opportunities, start projects, and position yourself in spaces where decisions are made.

11. How can brands and institutions genuinely support women in this space so that we move from simple representation to leadership?

Real support means creating pathways to leadership, not just visibility. This includes mentorship programs, leadership development, fair access to funding, and intentional promotion of women into decision-making roles.

12. What legacy do you hope your work will leave in the industry?

I hope my work contributes to a more inclusive and forward-thinking tech ecosystem where more women feel empowered to lead, build, and innovate.

Ajoke Akinlabi’s journey shows that leadership in technology doesn’t always start with a technical background or a clear roadmap. Sometimes it begins with an opportunity and someone willing to open a door.

For women, her story proves that access, mentorship, and trust can be transformative. Investing in women doesn’t just change individual careers it reshapes entire ecosystems. When knowledge and opportunities are shared, industries evolve more inclusively.