The applause inside the main hall of the TechQuest International Conference was still settling when the announcement came through:
The TechQuest Digital Transformation Excellence Award 2023 had been won by Ms. Naomi Chukwurah.
It was one of those moments where the room seemed to align around a decision everyone already sensed was coming. Throughout the conference, her name had surfaced in panel discussions, hallway conversations, and backstage briefings. Speakers referenced her work when talking about practical digital transformation. Delegates mentioned her case studies when discussing how to move from strategy slides to real numbers and real systems.
Tonight, the recognition became official.
Naomi rose from her seat to walk toward the stage, greeted by the mix of cheers, camera flashes, and quiet nods that come when an industry feels seen in the story of one person. For many in that hall, her win was more than a personal milestone. It felt like a signal that the TechQuest Awards were serious about rewarding work that lives at the intersection of technology, business growth, and human centered execution.
Because that is where Naomi has built her career.
Her journey cuts across marketing communications, program and project leadership, technology operations, and research. She led the market entry of a global quick service restaurant brand into Nigeria and helped it reach hundreds of thousands of customers with strong digital engagement. She has worked inside a global storage and technology environment, supporting the office of the chief technology officer, where she helped engineering and research teams fix high priority issues, structure sprints, and ship products on time. She has introduced automation into workflows, replacing manual tracking with smarter systems that save time and reduce errors.
In her current role in the technology and media space, she stands at a junction that many organisations still struggle to manage. She manages partner programs, coordinates cross functional projects, and works on initiatives that connect sales, marketing, and operations. She uses data to understand markets and adjust strategy, while keeping a close eye on the people and processes that turn those strategies into daily work.
Away from boardrooms and dashboards, she is also active in global research. Her name appears as co-author on papers covering artificial intelligence and cybersecurity, autonomous systems, financial technology, data governance, and software engineering. She serves as section editor and reviewer for multiple international journals and has been repeatedly recognised for the quality and consistency of her reviews.
So when the TechQuest Digital Transformation Excellence Award jury went looking for a person who could embody the link between technology, structure, and impact, Naomi was a natural choice.
Moments after she stepped down from the stage, plaque in hand and congratulations still flowing in, we sat with her for an in depth conversation. What follows is an edited version of that discussion, where she reflects on the meaning of this award, the story behind her career, and what she hopes the next wave of African innovators will build.
Interview
TechQuest Media: First of all, congratulations on winning the TechQuest Digital Transformation Excellence Award 2023. Standing here just after the ceremony, what does this recognition mean to you personally and professionally?
Naomi Chukwurah: Thank you. It still feels very fresh.
On a personal level, this award feels like a quiet confirmation that the hours behind the scenes matter just as much as the big moments on stage. Most of my work happens in spaces many people never see. It is in meeting rooms where we are breaking down a complex problem into smaller deliverables, or in late night calls where we are adjusting timelines because a dependency shifted, or in spreadsheets and dashboards where we are trying to make sense of what the data is really saying.
So when a platform like TechQuest chooses to highlight that kind of work, it is meaningful. It tells me that discipline, structure, and thoughtful execution have a place in how we celebrate impact.
Professionally, it is a reminder of responsibility. Digital transformation is not a buzzword for me. It is the reality of teams trying to move from manual processes to smarter systems, or organisations trying to connect strategy with day to day operations. When you receive an award tied to that, you have to keep asking yourself if your work is truly making it easier for people to do their jobs, for customers to access services, and for leaders to make better decisions.
The recognition also belongs to the teams I have worked with. Launching major campaigns, automating workflows, or building a citizen facing chatbot is never a solo effort. It takes designers, engineers, analysts, subject matter experts, and business sponsors who are willing to listen and adapt. So as much as my name is on the plaque, I see the faces of many people behind it.
Finally, this award gives me a platform. It creates more opportunities to talk about ethical data use, inclusive design, and the link between technology and fairer systems. If I can use this moment to push those conversations a bit further, then it will mean more than a highlight in my career timeline.
TechQuest Media: You sit at the point where technology, business growth, and marketing strategy meet. How did your journey lead you to that intersection, and what were the key turning points that shaped your path up to this moment?
Naomi: My story did not start in a server room. It started in marketing communications.
As a marketing communications graduate who stepped into agency life, I learned early how powerful narratives can be, but I also learned that narratives are not enough. You can have the most creative idea in the room, but if it does not connect to clear goals, realistic budgets, and measurable results, it will not survive.
Working as a senior strategic account manager for a global advertising agency was one of my first big turning points. Leading the market entry of an international quick service restaurant brand into Nigeria was a defining experience. We had to understand a new audience, translate a global brand into a local context, and deliver results on both digital and offline channels.
We ran campaigns that engaged hundreds of thousands of customers. One of our early campaigns generated over a million organic reach and several million digital impressions within a short period. Another, the World Burger Day campaign, increased digital sales by over 40 percent. Those are numbers, but behind them were structured ideas, disciplined planning, and constant optimisation.
What that season taught me was that creativity, when guided by data and process, can move markets. It also made me curious about what happens deeper inside organisations. How are decisions made about which products to launch, which platforms to invest in, which data to collect, and which customers to prioritise? That curiosity pushed me toward project and program management.
The next turning point was stepping into a project management role inside a global technology environment, supporting the office of the chief technology officer. There, I moved closer to the core of product development. I worked with engineering and research teams to resolve high priority defects, align sprint goals, and coordinate releases.
We automated defect tracking and prioritisation using tools like Jira. We introduced structured workflows using platforms like Smartsheet and other automation tools. Those changes reduced manual work, improved transparency, and increased efficiency. I saw, very clearly, how process design could either support or frustrate innovation.
Over time, I realised that my natural position was in the middle. I am comfortable talking to engineers about sprint goals and technical risks, and I am equally comfortable talking to marketing or sales teams about messaging, customer journeys, and campaign performance. That blend of experiences, supported by formal training in information technology with a concentration in project management, shaped the path to where I am now.
Each step taught me to respect both structure and creativity. Today, as a program and project leader, I try to bring that full mix into every initiative I touch.
TechQuest Media: The jury cited specific projects as evidence of your impact. Can you walk us through a few of the initiatives you are most proud of, and what made them successful in concrete, measurable terms?
Naomi: When I think of projects I am proud of, I do not only think about scale. I think about what changed for people on the other side of the work.
One obvious example is the market launch of Burger King in Nigeria. It was a high pressure assignment, because you are not just selling a product, you are introducing a global brand into a new cultural and competitive context. We needed to make it feel familiar enough to be trusted, but local enough to be embraced.
We used an integrated digital strategy that combined social campaigns, influencer collaborations, targeted media, and on ground activations. Our content was playful, but it was backed by serious data work. We tracked what formats resonated, what offers converted, and what conversations were happening organically.
Within months, we achieved strong organic reach and millions of impressions, and we hit aggressive digital sales targets. For me, the success of that project was not only the numbers, but the level of coordination it required. We had cross functional teams, international stakeholders, and tight deadlines. The fact that we could keep everyone aligned and still leave room for creative experimentation was a major win.
Another project that stands out is the development of an AI powered citizen chatbot for a public facing service space. The goal was simple on paper: reduce the pressure on human support staff, improve response times, and give citizens a reliable way to get answers to common questions.
In reality, it meant mapping out user journeys, understanding the most common pain points, and training the chatbot to respond in language that felt clear and humane, not robotic. We had to involve legal, technical, and operations teams to ensure that responses were accurate, compliant, and up to date.
The result was a chatbot that streamlined customer service operations and improved efficiency by about 30 percent. That number represents shorter queues, fewer frustrated users, and staff who could focus on higher value tasks instead of repeating the same information all day.
Within technology environments, I am also proud of the work we did around workflow automation. In one case, we introduced automated reporting and coordination using tools like Smartsheet and Power Automate. We moved teams away from manual spreadsheet updates and email based tracking into a more structured, transparent system.
That change reduced manual effort by around one third and improved on time delivery for major milestones. Again, the real success was not the tool, but the adoption. We spent time training teams, listening to their concerns, and tweaking the system so it fit their realities instead of forcing them into rigid templates.
Across all these projects, the common thread is measurable improvement. Whether it is reach and sales, efficiency and response times, or delivery and transparency, I am always asking: what will look different in three months if we do this right, and how will we know?
TechQuest Media: You often describe yourself as a program and project leader who puts people and results at the center of process. How would you define your leadership philosophy, especially when you are managing complex, multi stakeholder digital initiatives?
Naomi: My leadership philosophy starts with a simple idea: technology is not the hero, people are.
Tools, platforms, and architectures are important, but they are there to serve people. They are there to help a customer get service faster, a team deliver work more confidently, or an executive make a better decision. If we forget that, we start designing for tools instead of designing for humans.
So I begin every engagement by asking three questions.
The first is: who will feel the impact of this project the most, in a positive or negative way? That question forces us to define our primary users and stakeholders, not in abstract roles, but in real terms. A customer service agent who has to learn a new system. A field officer who has to capture data in a new format. A citizen who just wants to know why their application is delayed.
The second is: what outcome would make this project clearly worth the effort for them? That keeps us honest. It is easy to fill requirement documents with impressive features, but if the result is that an agent still has to enter the same data three times in three different systems, we have failed.
The third is: what constraints are non negotiable? Budget, regulation, timelines, infrastructure reality. I do not pretend those things do not exist. Instead, I treat them as design parameters.
From there, my job is to translate strategy into structured work. I break down large objectives into phases, sprints, or workstreams. I try to create clarity about who is responsible for what, what success looks like at each stage, and how we will handle risks.
I rely heavily on communication. Not just big presentations, but small check ins. I believe in honest feedback, even when it is uncomfortable. If a plan is not working, I want people to feel safe enough to say so early.
I also lean on data, but not in a cold way. Metrics tell part of the story. They do not replace context. For example, a drop in usage could be a sign of failure, or it could be a sign that we improved efficiency and people no longer need to log in as often. You need to ask why, not just what.
Finally, I try to make space for growth. Digital projects are intense. People can burn out or feel invisible. I try to recognize effort, share credit, and give team members opportunities to stretch into new responsibilities. If a project ends and the system works, but the team feels used and exhausted, I do not count that as a full success.
So my philosophy is a blend of structure and empathy. Clear timelines, defined deliverables, and measurable outcomes, paired with human centered decision making and humility.
TechQuest Media: You have co authored papers on artificial intelligence, cybersecurity, autonomous systems, financial technology, and data governance, and you serve as a section editor and reviewer for several journals. How did research and peer review become part of your work, and what role do they play in your approach to digital transformation?
Naomi: Research came into my journey as a kind of second language.
Working in marketing, then technology and operations, I kept seeing certain themes repeat themselves. Questions about security, fairness, bias, transparency, and long term impact. At the same time, I was reading a lot of academic and industry work on these topics. At some point, it stopped being enough to just consume that knowledge. I wanted to contribute to it.
My first set of collaborations were around artificial intelligence and cybersecurity. We worked on papers that looked at how machine learning algorithms can be used for advanced threat detection and risk mitigation. We explored human factors in fintech cybersecurity, because technology can be perfect on paper, but people will still find creative ways to make systems vulnerable if you do not design with behaviour in mind.
From there, we expanded into autonomous systems, looking at how to build resilient frameworks for things like autonomous vehicles and AI driven control systems. Then data governance became a major focus for me. We examined how organisations can manage data lifecycles, design effective data governance structures, and integrate agile methods into governance without losing control or compliance.
In parallel, I began to serve as a section editor and reviewer for journals in computer science, engineering, business, and technology. That experience has been humbling. When you review a paper, you are not just ticking boxes. You are helping shape the quality of knowledge that goes out into the world. You have to balance empathy for the author with responsibility to the reader.
Being recognised as Reviewer of the Year by some of these journals, more than once, meant a lot to me. It said that careful, consistent feedback matters.
How does all this tie back to digital transformation?
Firstly, research helps me stay ahead of emerging risks and possibilities. When you are involved in work around ethical AI, data governance, and security, you develop a deeper sense of caution and responsibility. You become more aware of unintended consequences.
Secondly, it gives me frameworks. Digital projects can feel messy, but research often offers models, patterns, or lessons from other contexts. I do not copy them blindly, but they give me tools to think with.
Thirdly, it keeps me grounded in evidence. In decision rooms, it is easy to be swayed by opinions and trends. Having a research mindset helps me ask for data, for tested insights, and for clarity on assumptions.
Finally, it connects me to a global community. Co authoring with researchers from different backgrounds and reviewing work from around the world keeps my perspective from becoming too narrow. That diversity influences how I approach local projects, especially in African contexts where imported solutions do not always fit.
So for me, research is not an extra. It is part of how I practice digital transformation with integrity.
TechQuest Media: You have moved across marketing, media, technology operations, and program management. How have these different environments shaped the way you understand digital transformation, and what have you learned about aligning technology with business growth?
Naomi: Each environment gave me a different lens. When I put them together, I see digital transformation less as an event and more as a continuous way of working.
Marketing taught me how people perceive value. It taught me to pay attention to language, emotion, and context. You cannot just say a product is innovative. People will ask, usually silently, “What does this do for me, and why should I care?” That question applies to internal systems as well. When you roll out a new tool for staff, they are making the same evaluation.
Media and communications showed me the power of timing and framing. You can have the right message, but if you share it at the wrong time or through the wrong channel, it will not land. In digital projects, the same principle applies to implementation. If you roll out a system without proper change communication, it will struggle, no matter how technically sound it is.
Technology operations exposed me to the realities behind the interface. I saw how much effort it takes to keep systems stable, secure, and up to date. I learned what technical debt looks like, and how easy it is to accumulate it when decisions are rushed or poorly documented.
Program and project management, especially with a foundation in information technology, helped me connect all these insights. It gave me tools to structure work, manage risks, and align stakeholders. It also taught me the importance of governance. Without clear ownership, policies, and feedback loops, digital transformation becomes a series of disconnected projects instead of a coherent journey.
What I have learned about aligning technology with business growth is that you must start with clarity. Organisations need to be honest about where they are, what constraints they face, and what outcomes they truly want. Sometimes the goal is revenue growth. Other times it is cost reduction, risk mitigation, customer satisfaction, or compliance. Often it is a mix.
Then there is prioritisation. You cannot do everything at once. I encourage organisations to choose a few high impact areas, deliver tangible wins, and build trust. When teams see that transformation is not just a buzzword, they are more willing to support the next wave of change.
Finally, alignment requires translation. Leaders speak the language of strategy and returns. Engineers speak the language of architecture and constraints. Frontline staff speak the language of daily tasks. Someone has to translate across those groups. That is the space where I often operate, making sure everyone is talking about the same reality, even if they use different words.
TechQuest Media: Much of your work and research touches on Africa’s technological future, from fintech and AI to data governance and telecommunications. From your vantage point, how do you see innovation in Africa evolving, and what kind of digital transformation do you think the continent most urgently needs?
Naomi: I see a lot of promise, but I also see a need for more depth.
Africa is full of pilots, proofs of concept, and exciting announcements. We are not short on ideas or talent. We are often short on sustained execution, patient capital, and supportive policy environments.
In fintech, for example, we have already shown the world what is possible when mobile technology meets financial inclusion. Yet, the same energy has not always translated into other sectors like health, education, agriculture, and public administration at the scale we need.
I believe the next wave of innovation in Africa has to be more infrastructure minded. By that, I do not only mean roads and power, although those are critical. I mean digital infrastructure: interoperable systems, strong identity frameworks, secure data platforms, and clear governance structures.
Many of my publications and research collaborations focus on data governance, ethical AI, and cybersecurity for a reason. If we do not build strong foundations in these areas, we will create fragile systems that can be easily exploited or that exclude the very people they are meant to serve.
For example, when we talk about AI for public services or financial decision making, we need to pay attention to bias, transparency, and recourse. When we talk about data driven policymaking, we need to ensure that data is collected responsibly, stored safely, and used in ways that citizens understand and can trust.
Another area I care about is skills. We need more people who understand both technology and context. It is not enough to have great coders or great policy experts if they never sit in the same room. Digital transformation in Africa will succeed when multidisciplinary teams become the norm, not the exception.
I am also encouraged by the growth of local research communities. Being part of journals and research collaborations that involve African voices means that we are not only importing frameworks, but also creating our own. That is crucial. Our realities differ. Our constraints differ. Our innovations should reflect that.
So, when I look ahead, I see an Africa that can leap forward if we combine discipline with imagination. We need to keep experimenting, but we also need to design for longevity, security, and fairness.
TechQuest Media: Many younger professionals look at your profile and see a blend they aspire to: a strong academic grounding, practical program and project leadership, and visible contributions to research and industry. What honest advice would you give to emerging innovators, project leaders, and students who want to work at this intersection?
Naomi: The first thing I would say is: do not try to copy anyone’s path step by step. Careers that look neatly designed from the outside often felt very uncertain from the inside.
What you can copy is intention. Be intentional about learning, about the problems you want to solve, and about the kind of professional you want to be.
Practically, here are a few things I tell younger colleagues and mentees.
Build depth before you chase titles. If you are in an entry level role, take it seriously. Learn how work actually gets done. Understand the systems, not just your task. When I was starting out in marketing and account management, I took the time to understand creative processes, client expectations, budget realities, and performance metrics. That depth later helped me transition into more complex roles.
Invest in structured learning. My academic background in marketing communications and then in information technology with a concentration in project management was not accidental. I chose programs that would help me understand both how to communicate value and how to build systems that deliver it. You do not have to follow the same degrees, but you should be deliberate about your learning path.
Get comfortable with both people and numbers. You cannot hide behind a screen forever, and you cannot ignore data. Learn to speak in measurable terms. Learn to explain those terms to people who are not technical. That skill alone will open many doors.
Treat certifications and memberships as tools, not trophies. I hold certifications in project management, consulting, agile methods, and privacy, and I am part of professional bodies. They matter because they gave me frameworks and communities, not because they look good on a profile. If you pursue any credential, ask how it will change the way you work on Monday morning.
Start small with research. You do not need to publish a groundbreaking paper immediately. Join a research group, support data collection, help with literature reviews, or co author with more experienced researchers. Over time, you will find your voice.
Finally, protect your integrity. Digital transformation gives you access to data, systems, and decisions that can affect many lives. Be the person who asks the difficult questions about fairness, security, and ethics. It might slow things down in the moment, but it will make your work stronger and more sustainable.
You do not have to have everything figured out right now. Just commit to being curious, disciplined, and honest about the impact you want to have.
TechQuest Media: As we close, let us look ahead. What would you like to see from the next edition of the TechQuest International Conference and Awards in 2024, and what message do you have for innovators, founders, engineers, and students who are thinking about participating?
Naomi: I would like to see even more stories from the edges.
By that, I mean solutions that come from communities or sectors that are not always in the spotlight, but where digital transformation can make a quiet, powerful difference. For example, small clinics using simple data tools to improve patient follow up. Local manufacturers using sensors and basic analytics to reduce waste. Public institutions experimenting with better ways to communicate with citizens.
I hope TechQuest 2024 continues to elevate work that is grounded in reality. It is good to dream big, but I am always impressed by innovators who can show that they improved one specific process, for one specific group, with clear evidence. Those are the kinds of projects that scale sustainably.
To anyone thinking of participating, my message is simple: bring your full self.
Do not hide the constraints you are working with. Instead, show how your solution respects those constraints and still creates value. Be honest about where your idea is in its journey. It is fine if you are early, as long as you are clear about your assumptions and your next steps.
Also, do not underestimate documentation. The way you frame your problem, articulate your approach, and present your results matters. It is part of what sets serious work apart in a field crowded with buzzwords.
Most importantly, remember that platforms like TechQuest are not just about trophies. They are about community. You will meet people here who can become collaborators, mentors, users, or friends. Come ready to listen as much as you speak.
If this award has taught me anything, it is that progress in digital transformation comes from many hands. I look forward to seeing what those hands build and present in 2024.
As the lights dimmed in the conference hall and crews began to dismantle the stage, small groups of attendees still lingered, trading contacts, debating ideas, and replaying moments from the ceremony. At the center of many of those conversations was the same question: how do we turn strategy into systems, and systems into fair, practical outcomes for real people.
In recognising Ms. Naomi Chukwurah with the TechQuest Digital Transformation Excellence Award 2023, the TechQuest International Conference did more than celebrate one professional. It held up a mirror to an ecosystem that is learning to treat digital transformation not as a slogan, but as serious, disciplined, human centered work.
For innovators, students, founders, engineers, and creative professionals looking toward the next edition of TechQuest in 2024, the message is clear. Bring your ideas, your prototypes, your research, and your lived experience. Bring solutions shaped by both data and empathy. The stage will be waiting, and the continent is paying attention.
