If there’s one thing you quickly learn about Florence San, it’s that she’s not in the business of half measures. Whether she’s steering a multinational toward its next phase of growth, guiding an SME through a complex market shift, or quietly funding initiatives that change the lives of young women, Florence operates with the precision of a strategist and the heart of a mentor.
With over a decade of entrepreneurial grit, nine years at the helm of a boutique strategy firm, and a seat on the advisory board of University College London, her career reads like a masterclass in purposeful impact. She’s navigated boardrooms in the UK and policy tables in Africa, shaped the futures of over 600 SME founders, and trained thousands to work smarter, lead better, and aim higher.
But beyond the numbers, titles, and revenue wins, Florence is a builder of systems, of opportunities, and of people. Through her annual capacity-building platform, Thrive, she’s created a network where women don’t just talk about breaking barriers—they learn how to. It’s this mix of intellect, experience, and unflinching commitment to others that makes her story worth telling, and our conversation with her, worth every minute.
Interview by Konye Chelsea Nwabogor
Florence, you’ve spent over a decade helping people and businesses find clarity, structure, and growth. But when you think back, what first drew you to this path?
Looking back now, I realise it was not one “lightbulb” moment — it was a series of decisions, challenges, and observations that kept drawing me towards this path. In the early years, I was simply trying to solve immediate problems for myself and the people around me. But over time, I began to notice something bigger: people and businesses rarely fail because the idea is bad. More often, they stall because there’s no clear structure, no rhythm, and no way of translating a vision into consistent action.
I was compelled— big organisations can hire many people to ensure they remain great, but often, individuals, and medium/small enterprises lack this – I need to bridge the gap – the person who can take something abstract and make it tangible, who can see the big picture while building the small steps that make it happen. In those moments, I understood that my role wasn’t just about driving growth; it was about creating clarity and stability so others could build without constantly feeling like the ground was shifting under them. It started by chance, but now it’s an assignment driven by God and my duty to my people and nation, helping people move from uncertainty to momentum.
You wear many hats — COO, strategist, advisor, mentor. But at your core, how would you describe what you do and why you do it?
At my core, I design and align — I create systems that make growth inevitable, and I align people and resources so they can function at their highest level. I simply bring out the potential in people and systems, and ensure it reaches its maximum potential. Whether I’m acting as a COO inside an organisation or advising a founder one-on-one, my work is about creating an environment where clarity, execution, and results feed into each other. People often say, “You can not know Ren San and Florence and know clarity and results”.
Why do I do it? Everyone has potential. Everyone has something they can do that can add value.
I’ve seen what happens when the proper structure surrounds people, accountability frameworks are provided, and when they undergo a mind reengineering — they thrive. And when they thrive, they can do the same for others. They reach their full potential, and in essence, they impact people who pass it on! I believe in building legacies, not just businesses. It’s more than a job, it is one of my purposes to help others become more and fulfil their purpose and life assignment.
You’ve built your consulting practice across the UK, Nigeria, and Ghana. How did you make that leap across borders — and what challenges came with it?
Expanding across borders wasn’t about chasing markets — it was about following opportunity with intention. I knew from the start that each region had its rhythm, and that success would come from understanding those rhythms before trying to influence them. In the UK, structure and regulation are strengths, but they also mean things move at a measured pace. In Nigeria and Ghana, innovation can move fast — but infrastructure, policy shifts, and unpredictability can test even the most resilient plans.
The challenge was building frameworks that could breathe in both worlds — one that respected the culture and realities of each market, but still carried the same standards of excellence. That meant spending time on the ground, building local relationships, and designing flexible systems that could adapt without losing their integrity. It’s not the easiest route, but it’s the only way to build something sustainable across very different landscapes. Agility has been key! I would also say the favour of God! For truly, it’s not always by might or works.
You’ve advised over 600 SME founders and helped unlock over £20 million in revenue. That’s huge. What’s the one thing every business owner gets wrong about strategy?
Thank you! Too many founders treat strategy as a one-off planning exercise — a document you create, tick off, and then set aside while you “get on with business.” But real strategy is a living thing embedded in how you move and think. It’s not just about what you want to achieve, but about the decisions you’re willing to make — and stick to — even when it’s inconvenient.
In my experience, strategy is as much about what you don’t do as what you do. It’s about recognising that saying yes to everything dilutes your energy, your resources, and ultimately, your impact. The most successful leaders I’ve worked with understand that focus is a competitive advantage. They review, adapt, and recommit to their strategy regularly — not just when there’s a crisis.
As COO of Ren San & Co., how do you stay grounded in execution without losing sight of the bigger picture?
We deliberately keep our client base limited and our teams small because I believe in working closely with people, giving them the autonomy to deliver without micromanaging — but still following up so nothing slips through the cracks. I set the standard by example; I would never ask my team to do something I wouldn’t do myself. We work with an excellence mindset in everything — from the way we prepare to the way we deliver — because I believe that how we do things matters just as much as what we do. Who you do stuff with is also as important as what you are called to do.
On a practical level, every client has monthly tasks and deliverables mapped out in advance, so we’re clear on exactly what’s expected, when it’s due, and how it aligns with the bigger picture. This avoids overlap, keeps everyone accountable, and ensures our clients are in the loop at every stage. Alongside that, we have weekly operational reviews, monthly strategy touchpoints, and quarterly recalibrations. This structure allows us to deliver consistently high-quality results without losing sight of long-term goals. My role is to keep the path clear so execution naturally flows from strategy — never despite it.
You’re the only Nigerian-British woman on the advisory board of UCL. Did that milestone feel personal — or political?
It was both. Personally, it was a signal of what the future holds; it was a door that will lead to other doors. Politically, I’m aware of what it means for others to see someone who looks like me in that space. Representation matters because it signals possibility. I was honoured because it shows other young black women that it is possible.
But I also see it as a responsibility. Being in the room isn’t enough — you have to contribute in ways that shift thinking, open doors, and challenge assumptions. That’s the weight and the privilege of positions like these: you’re not just there for yourself, you’re there for everyone who hasn’t yet been invited in.
How important is it for African women in leadership to be at those global tables — and how do you carry that responsibility?
It’s critical because decisions made in those rooms shape industries, economies, and cultural narratives for decades. When African women are absent from those spaces, policies and strategies are shaped without our realities, our perspectives, and our innovations in mind. And when we are there, we’re not just representing ourselves — we’re carrying the weight of millions of voices that deserve to be heard.
For me, carrying that responsibility means showing up prepared, informed, and willing to speak when it’s uncomfortable. It means not letting fear dictate my presence, but also recognising that my role is to both contribute and connect — to feed insights back into the ecosystems I come from, so the benefit is shared. Ultimately, it’s about making sure my seat at the table is not just occupied, but used to make a tangible impact.
You created Thrive — a community you’ve built quietly for nearly a decade. What pushed you to start that, and why did you keep it going?
Thrive exists to help women win at life and win at work. It has been nine years of helping women across England, Ghana and Nigeria to Thrive instead of surviving. Thrive was born out of what I was lacking. I had so many challenges in my teens and early 20s, and amid my pain and setbacks, I knew there would be many who needed to know that despite the odds, one could still push through and Thrive, and that is why I started this mission. I wanted to create a haven where we could exchange knowledge, hold each other accountable, and normalise conversations about money, leadership, and growth, despite whatever life throws our way.
In the early years, it was small and intimate by design. We weren’t trying to make noise; we were focused on building trust and genuine connection. Over time, I realised that the “quiet” was our strength — it allowed women to share openly, to be vulnerable, and to work through challenges without the pressure of public scrutiny. I kept it going because the work has proven to help women move from survival to thriving. From isolation, depression, to community and a new lease on life. We also use proceeds to help single-parent families.
What kind of legacy are you building through Ren San, Thrive, and your advisory work?
For me, legacy is not just about the organisations I build — it’s about the ripple effects they create. With Ren San & Co., it’s about proving that disciplined strategy and execution can transform not only businesses but also the communities they serve. With Thrive, it’s about creating a generation of women who have both the confidence and the capability to thrive when life wants them to survive. And with my advisory work, it’s about influencing systems so that opportunities are more equitably distributed.
I want my legacy to be measured in ecosystems — thriving networks of leaders, businesses, and communities that continue to grow long after my direct involvement. If I’ve done my work well, my name won’t need to be in the room for my impact to be felt.
When you’re not working, who is Florence? What grounds you?
Away from the titles and the strategy decks, I’m deeply rooted in my faith, my family, and my close friendships. I protect my quiet time fiercely — whether that’s reading, journaling, or simply going for a walk without my phone. I’ve learned that the quality of my work is directly linked to the quality of my rest. I enjoy going to the theatre, cooking and reading.
I’m also a lifelong student — I’m constantly learning, whether it’s through formal study, travel, or conversations with people whose experiences are different from mine. Those moments remind me that life is bigger than the boardroom and that my worth isn’t tied to my output. That’s what keeps me grounded.
And finally, what would you say to the next generation of young women who look at your journey and wonder if they can do it too?
I’d tell them: yes, you can — but not because it will be easy. You can because you are capable of learning, adapting, and growing through challenges you can’t even imagine yet. The goal isn’t to have it all figured out before you start; it’s to start with what you have and keep moving forward with intention.
Build your skills, build your network, and most importantly, develop your character. The opportunities will come, but it’s who you are when they arrive that determines what you can do with them. And remember — you don’t have to look like anyone else’s definition of success. You get to define that for yourself.
