Chiaka Ben-Obi is one of those leaders redefining what effective governance can look like when technology is not just an add-on, but the backbone. Her career has been built on a simple belief: systems work better when people are empowered, processes are clear, and innovation is treated as a tool for progress—not a buzzword.
As the Managing Partner and CEO of Proven Performance Limited, Chiaka oversees work that sits at the heart of modern governance: building digital structures that make institutions more efficient, more accountable, and far more responsive to the people they serve. Before striking out on her own, she played a pivotal role at the Federal Inland Revenue Service (FIRS), where she served as Coordinating Director of the Digital and Innovation Support Group. There, she brought together ICT, eBusiness, Project Management, and Change Management, driving one of the agency’s most important operational shifts in recent years and helping move Nigeria’s tax administration into a more modern, technology-driven era.
But beyond her accomplishments in public and private sector reform, Chiaka is passionate about people—especially women and young Nigerians. She believes deeply in the power of knowledge, mentorship, and digital literacy to unlock potential and expand opportunity.
In this conversation with Azuka Ogujuiba, Chiaka Ben-Obi reflects on her journey so far, the lessons leadership has taught her, and what she believes the future of Nigeria’s digital transformation should look like.
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You’ve had an impressive career shaping digital transformation in Nigeria’s public sector. Looking back, what first drew you toward technology and governance, and how did that path begin?
My journey has always been guided by a deep belief in the power of institutions to change lives. I’ve never seen technology as just a tool; it’s the most potent catalyst for change. In Nigeria’s public sector, I recognised an immense opportunity: the chance to redefine governance by bringing modern digital systems to its core. What began as a personal fascination with how things work soon became a mission to drive efficiency, transparency, and integration, transforming governance from a maze of manual processes into a system that truly serves its people.
Many people know you for your leadership at FIRS, where you led major modernisation projects. What were the biggest challenges in bringing digital change to such a large institution, and what lessons did that experience teach you?
The toughest part of digitally transforming a large institution like the Federal Inland Revenue Service (FIRS) wasn’t the technology it was the people. The real test lay in shifting mindsets and overcoming deep-rooted resistance to change among staff and external stakeholders who were deeply familiar with legacy systems. Beyond the technical integration of multiple complex platforms, we had to protect data integrity and sustain daily operations; no small feat in an organisation of that scale. What this experience reinforced was that transformation starts with people, not systems. Lasting digital change demands a strong change management approach built on communication, training, and early wins that inspire confidence. When people see the benefits and feel part of the process, they begin to own the vision. True transformation is never just about new tools; it’s about cultivating belief in a new way of working.
The Digital and Innovation Support Group (DISG) at FIRS became a model for transformation under your watch. How did you approach managing such diverse departments from ICT to project management while maintaining a shared vision?
My leadership approach at the DISG, spanning ICT, Project Management, Change Management, and Business Analysis, rested on two core principles: uniting teams under a common mission and cultivating a culture of ownership. Every team member understood how their individual contribution advanced FIRS’s broader revenue goals and service mandate, turning that shared purpose into a powerful driver of cohesion. I built robust governance structures, encouraged cross-functional collaboration through shared milestones, and, above all, empowered directors to take full command of their domains, sparking innovation from the ground up rather than dictating it from the top down.
You’ve often spoken about the power of soft skills in leadership. In an era where technology dominates, why do you believe empathy, communication, and people management are just as vital?
Technology is the ‘what’ the tool and the process. Soft skills are the ‘how’ and the ‘why‘ – the human factors that determine success. In an era dominated by technology, soft skills such as empathy, communication, and people management are more vital than ever, as they address the complexities of implementation. Empathy helps leaders understand stakeholder resistance, design user-centric solutions, and manage teams under pressure. Communication translates complex technical concepts into actionable strategies for non-technical leadership, and people management ensures diverse technical teams collaborate effectively, maintain morale, and retain top talent. The best technology, without human buy-in and effective leadership, remains a brilliant but unused prototype.
Proven Performance Limited has been described as more than a company, a platform for empowerment. What inspired its creation, and what do you hope it achieves in the long term?
Proven Performance Limited (PPL) was inspired by a recognition that the lessons and proven methodologies used to drive transformation in the public sector could be packaged and deployed efficiently across other sectors. It was born from a desire to scale excellence and institutionalise performance. We founded PPL not just as a consultancy, but as a platform for empowerment that focuses on capacity building and knowledge transfer. The long-term goal is for PPL to be a major catalyst in developing a self-sustaining ecosystem of high-performing, digitally enabled organisations across Africa, driving indigenous solutions to local challenges and empowering a new generation of leaders.
Your journey reflects a balance of technical skill and emotional intelligence. How do you stay grounded while managing the pressure that comes with leadership and innovation?
Staying grounded is an intentional act. I rely on a few key practices to manage the pressure of leadership and innovation. Prioritisation and Focus, clearly defining the three most critical goals, allows me to filter out noise and focus energy where it matters most, reducing the feeling of being overwhelmed. Continuous Learning is another. Being a student first, always seeking new knowledge and challenging my own assumptions, helps me keeps arrogance at bay and maintains a sense of humility. Family and community, which is dedicated to protected time with my family and to giving back through mentorship and social impact work, provides perspective and anchors me to what truly matters beyond the professional sphere. Lastly, self-care: simple routines, such as quiet reflection, help replenish my emotional and mental reserves.
Your work has always championed women and girls in STEM. What are some of the biggest barriers you see for young women entering the tech space, and how can they be broken down?
The biggest barriers young women face in entering the tech space are often structural and psychological. First, there are thepipeline Problem, a persistent lack of early exposure and encouragement in STEM subjects for girls in primary and secondary schools. Secondly, the lack of visible role models and the scarcity of women in senior technical and leadership roles create a perception that the space isn’t for them. “You can’t be what you can’t see, and lastly, bias and work culture: which is navigating implicit biases in recruitment, funding, and male-dominated work environments that are often less accommodating to women’s professional and personal lives.
These barriers can be broken down through targeted mentorship programs, establishing strong female role models who are visible and accessible, and advocating for gender-intelligent policies in workplaces and educational institutions that actively promote diversity and inclusion from the classroom to the boardroom.
You’ve been recognised globally, from the ISACA Technology for Humanity Award to the Kwame Nkrumah Leadership Medal. Which recognition has meant the most to you personally, and why?
Every award—from the ISACA Technology for Humanity Award to the Kwame Nkrumah Leadership Medal—is a humbling affirmation of the work I do. The recognition that means the most to me personally acknowledges the technology’s social impact. The ISACA Technology for Humanity Award was particularly significant because it validated the core belief that technology’s highest purpose is to serve humanity and improve the lives of ordinary citizens. It confirmed that the effort to make government services more accessible and transparent was recognised and valued on a global stage for its humanitarian impact, not just its technical complexity.
Mentorship seems to be an important part of your life. Can you share a story or moment from mentoring young women that left a lasting impression on you?
A moment that left a lasting impression was during a mentorship session with a young woman who was brilliant but deeply uncertain about transitioning from a traditional non-technical career path into data science. She felt she was “too late” and didn’t belong. Instead of focusing solely on her technical skills, we spent the session dissecting her transferable skills: discipline, attention to detail, and the ability to structure complex information. The “aha” moment came when she realised her previous career gave her a unique domain advantage – she would be a data scientist who truly understood the business context. Her subsequent confidence surge and her eventual successful launch into a data analytics role were a powerful reminder that mentorship is less about giving answers and more about helping mentees reframe their own narratives and realise the strength they already possess.
You’ve led coding classes for children and supported digital literacy programmes. What kind of Nigeria do you hope to see when it comes to access to technology for young people?
I envision a Nigeria where every young person has access to technology, not as a privilege but as a fundamental right. I hope to see a nation where every child, regardless of socioeconomic background or geographic location, has foundational digital literacy by age 10. I hope for a Nigeria where technology is not merely consumed, but actively created and utilised to solve local problems and a Nigeria where coding and digital skills are seamlessly integrated into the national curriculum, producing a generation that is digitally fluent and globally competitive. The ultimate goal is to move from being a nation of digital consumers to a powerhouse of digital creators and innovators, ensuring no young Nigerian is left behind in the global digital economy.
You’ve studied at institutions like MIT, Harvard Kennedy School, and Lagos Business School. How have these experiences influenced your view of leadership and innovation back home?
Studying at institutions like MIT, Harvard Kennedy School, and Lagos Business School provided a crucial dual perspective. The global institutions like MIT and Harvard provided a mastery of cutting-edge global best practices, especially in governance, innovation, and digital disruption. They taught me how global systems should work and the frameworks for transformative policy. Lagos Business School provided the essential local context and pragmatic lens. It grounded the global theories in the unique realities, complexities, and cultural nuances of the Nigerian and African operating environment. This synthesis—the ability to think globally about strategy while acting locally in execution—has been the most profound influence, enabling me to design solutions that are world-class yet perfectly suited to our specific challenges.
Many people in your position might slow down or focus only on their companies, yet you continue to push for social impact. What keeps that fire burning for you?
What keeps the fire burning for social impact is the unmet potential I still see in Nigeria. After achieving success in corporate and public sector transformation, the natural next step is to leverage that platform to create systemic, non-profit-driven change. I’m driven by the knowledge that talent is uniformly distributed across our nation, but opportunity is not. Every coding class, every mentorship session, and every advocacy effort is a direct investment in unlocking that potential. The work is no longer about personal career progression, but about building the legacy of opportunity for the next generation. That mission is an inexhaustible source of motivation.
When you think about your career so far, what does legacy mean to you? What would you like people to remember most about your work and vision?
To me, legacy is not about the titles held or the wealth accumulated; it is about the enduring, positive change in people and processes that continues long after one has moved on. I would like people to remember my work most as a leader who democratised access: using technology to make government services and opportunities more transparent and accessible to the average citizen. Invested profoundly in mentoring, empowering, and creating a pipeline of capable, ethical female and male leaders to surpass my achievements, challenged the status quo and proved that African institutions can operate at a world-class standard of performance and innovation. My vision is to be remembered not for what I did, but for what I enabled others to do.
You’ve described your purpose as continuously raising the bar and inspiring others to do the same. How do you personally stay inspired and motivated to keep raising that bar?
My personal motivation for continuously raising the bar is rooted in the belief that excellence is a non-negotiable service to the nation. I stay inspired by constantly benchmarking myself and my initiatives against the best in the world, recognising that if a solution works in Singapore or Silicon Valley, a version of it can work in Nigeria. Knowing that young people are watching provides an inherent accountability to set an inspiring and rigorous example of integrity and hard work. I remain an avid learner, recognising that once you stop being curious and challenging your own knowledge, you stop growing. My commitment to continuous self-improvement fuels my drive to achieve more.
Finally, for young Nigerians, especially women who want to make a mark in technology or leadership, what honest advice would you give them about resilience, growth, and staying true to themselves?
My honest advice for young Nigerians, particularly women, striving to make a mark in technology or leadership is three-fold:
Master a Craft: Focus intensely on building unquestionable technical competence in your chosen field. Resilience comes from knowing you are an expert. Your technical skill is your shield and your currency; never let anyone question your knowledge. Build Your Board of Advisors, Not Just Mentors. Actively seek out a diverse group of people —sponsors, advocates, and coaches — who believe in you, will open doors, and provide difficult, honest feedback. Don’t go it alone. Define Your Own Value because this world will try to box you in, stay true to your purpose and your voice. Do not compromise your integrity or your authentic leadership style to fit into a perceived mould. Resilience is not about bouncing back; it’s about holding your ground while the world shifts around you. Your unique perspective as a young Nigerian woman is an asset, not a hurdle. Own it.
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