From the structured corridors of KPMG to the fast-paced world of African startups and the mission-focused demands of nonprofits, Oyindamola Omonubi has carved out a distinctive path as a dynamic finance leader.

With a sharp eye for detail and a deep commitment to impact, she’s driven results ranging from multi-million naira recoveries to strategic growth across diverse organizations.

In this exclusive interview, Oyindamola shares how she blends structure with agility, mentors high-performing teams, and builds financial strategies that does not just protect the bottom line—but power bold, sustainable growth.

You’ve held senior finance roles across several sectors from non-profits to startups to professional services. What has driven your career transitions, and how have those diverse experiences shaped your approach to financial leadership?

My career has always been guided by a desire to learn, grow, and add value in new ways. I’ve moved across sectors nonprofits, startups, professional services because each offered a unique challenge and a fresh perspective. At KPMG, I gained structure and discipline; in startups like TopUp Mama and Smartwoods, I learned to be scrappy and strategic. In nonprofit work, I’ve had to balance impact with compliance. This variety has shaped me into a well-rounded finance leader agile, strategic, and deeply tuned into both numbers and people.

Can you walk us through how you implemented a financial strategy that significantly impacted organizational performance, such as the 20% revenue growth at Smartwoods or the $81,000 recovery at TopUp Mama?

At Smartwoods, the goal was clear: streamline operations and drive revenue. I led a comprehensive review of our financial processes, renegotiated vendor contracts, and introduced smarter reporting tools. These efforts, alongside close collaboration with the commercial team, helped us achieve a 20% revenue boost in just under a year. At TopUp Mama, I took a different approach, after noticing inconsistencies during month-end close, I initiated an internal forensic audit. That decision led to the recovery of $81,000. Both results came from being proactive, detail-driven, and unafraid to challenge the status quo.

You’ve managed both day-to-day accounting operations and strategic financial planning. How do you balance your role’s tactical and strategic aspects, and which do you find more fulfilling?

I treat the tactical and the strategic as two sides of the same coin. You can’t drive long-term growth without getting the day-to-day right. At Smartwoods, I built strong month-end processes while also leading budgeting and forecasting. What fulfills me most is seeing how the two feed into each other, how solid numbers enable bold decisions. I enjoy zooming in to solve an immediate accounting issue, then zooming out to steer financial strategy.

You’ve led budgeting and forecasting initiatives across multiple companies. What’s your philosophy when building a budget that aligns with both financial prudence and growth ambitions?

My philosophy is simple: budgets should be honest, aligned, and adaptable. They must reflect current realities while leaving room for growth. I always start by understanding the organization’s goals, then work backward to build a financial roadmap. Collaboration is key, I involve all departments early, so it becomes a shared commitment, not just a finance document. And I build in flexibility because, as experience has taught me, no budget survives contact with the real world unchanged.

At KPMG, you led finance operations for five years. How did that foundational experience influence your later roles, especially in more dynamic environments like Garage Mobility or TopUp Mama?

KPMG gave me the structure, rigor, and technical depth that continue to anchor me today. I learned how to think in frameworks, how to uphold compliance, and how to lead with integrity. In the fast-paced environments of Garage Mobility and TopUp Mama, those skills became invaluable. I could move quickly without sacrificing accuracy. I knew how to build controls that didn’t stifle innovation. That foundation made it easier to lead with both speed and precision.

Leadership and team development appear to be a strong part of your profile. Can you share how you’ve mentored finance teams and what you consider essential for building a high-performing finance department?

I believe in building teams where people feel seen, supported, and stretched. At Smartwoods and KPMG, I made it a point to mentor junior staff, not just in technical skills, but in confidence and decision-making. I conduct regular check-ins, encourage ownership, and create opportunities for visibility. To build a high-performing finance team, you need three things: clarity of roles, continuous learning, and a culture where questions are welcomed. When people understand the “why” behind their tasks, they become true partners not just processors.

You’ve pursued several advanced certifications, including a CPA (in view) and specialized training in grant and nonprofit financial management. What motivates your continuous professional development, and how has it impacted your work?

Continuous professional development is a priority for me because I see it as essential to staying effective and credible in a rapidly evolving financial landscape. I’m intentional about pursuing certifications that deepen my expertise and reflect the needs of the roles I take on. While the CPA is currently in view, I’ve already completed advanced training in nonprofit and grant financial management, which has strengthened my ability to navigate complex regulatory requirements and donor reporting standards. These efforts aren’t just about credentials they directly influence the quality of my work, from improving financial controls to enhancing strategic decision-making across the organizations I support.

Oyindamola Omonubi’s journey through diverse finance landscapes offers valuable lessons on adaptability, leadership, and the power of continuous learning. Her ability to blend strategic insight with hands-on financial management underscores the evolving role of finance leaders in today’s dynamic organizations. As she continues to break new ground, Oyindamola exemplifies how passion, precision, and people-centered leadership can drive not just numbers, but meaningful impact. We look forward to seeing where her remarkable career takes her next.