Ogbu Okwuchukwu Agom’s journey is a powerful narrative of grit, vision, and service. From humble beginnings as a Security Services Officer at the Central Bank of Nigeria (CBN) to his rise as Managing Director of Gliftlane Logistics Limited, Agom exemplifies the fusion of technical expertise and transformational leadership. 

With fellowships in mentoring, finance, and commerce, and a PMP certification under his belt, he is a rare breed of cross-sector visionary. In this exclusive interview, Agom speaks with us about the evolution of his career, the state of Nigeria’s logistics and financial systems, and how to build a sustainable future for enterprise growth.

Let’s start from the beginning. What drew you to central banking and finance?

I’ve always been fascinated by how financial systems shape society. My early years at the Central Bank of Nigeria taught me the backbone of macroeconomic stability, policy implementation, compliance, and asset control. Working in different departments gave me a well-rounded perspective on financial governance.

You moved from central banking to logistics. That’s a big shift. Why?

I saw a clear gap between financial policy and operational reality, especially in the SME space. Businesses were struggling, not for lack of ideas or capital, but because they lacked efficient systems, particularly in procurement, warehousing, and delivery. Logistics is the silent enabler of commerce. I wanted to build something practical, hence the founding of Gliftlane Logistics.

What was the most difficult challenge in starting Gliftlane?

Transitioning from policy to practice. Unlike in public service, the private sector demands speed, execution, and profitability. I had to quickly adapt to real-world market dynamics, customer expectations, delivery deadlines, and infrastructure constraints. But my background helped; I was used to systems, structure, and stakeholder coordination.

What gaps do you think still exist in Nigeria’s supply chain landscape?

Several. One, data scarcity. Many firms still operate manually or in silos. Two, logistics costs are high due to poor infrastructure and fragmented markets. Three, talent. We need more skilled professionals in SCM. That’s why I also focus on mentoring to transfer knowledge and build capacity.

You’ve been honored by several professional bodies. What do these recognitions mean to you?

They affirm that my work adds value beyond my immediate environment. Being a Fellow of the Chartered Institute of Finance and Control, the Institute for Commerce Research, and the Institute of Mentoring and Coaching gives me a platform to influence policy and train the next generation.

What’s your take on the adoption of ERP and automation tools by Nigerian SMEs?

It’s still low, but growing. Digital transformation is no longer optional; it’s critical. At Gliftlane, we help clients deploy scalable ERP systems that improve visibility and reduce waste. The good news is that local tech solutions are emerging, and that’s a great sign.

How do you balance consultancy with leadership at Gliftlane?

Through delegation and structure. At Enterprise Structure Development, I serve more as a strategic advisor now, while my day-to-day focus is on Gliftlane. But both roles feed into each other; insights from consulting improve my logistics firm, and vice versa.

What advice do you have for young professionals aspiring to be multi-sector leaders like you?

Never stop learning. Build competence before you seek recognition. Get certified, read widely, and find mentors. Also, integrity and resilience matter. Nigeria needs problem-solvers, not title-chasers.

What legacy do you hope to leave behind?

A new standard of leadership rooted in service, excellence, and mentorship. I want to be remembered as someone who built institutions, not just companies.