Engineering gives me a strong bias for structure and feasibility–Ibukun Koleoso

In a world where technology, capital, and strategy increasingly converge, few careerscapture that intersection as clearly as that of Ibukun Koleoso. Trained as an engineer, testedin Big Four audit and advisory across Nigeria and the UK, recognised by ACCA foroutstanding performance, and now enrolled in the INSEAD MBA programme—rankedEurope’s best business school and among the top four globally by the FinancialTimes—Ibukun sits at the crossroads of engineering, finance, and management consulting.From contributing to core telecom network planning across Nigeria’s 36 states to workingwith billion-dollar funds on complex investments, his journey reflects a new generation ofAfrican professionals who are as comfortable debugging systems as they are dissectingboardroom strategy. In this conversation, Ibukun speaks about building from first principles,why consulting is a natural home for his skills, and how he hopes to help shape Africa’s nextchapter of growth.Early foundations in engineeringYou started out in Electronic and Computer Engineering.

What drew you into thatpath?

Growing up in Nigeria, infrastructure was not a theoretical topic; it was part of dailylife. Power cuts, unstable networks, and connectivity gaps made you constantly aware ofwhat happens when systems fail. Engineering felt like a way to move from frustration tosolutions. Studying Electronic and Computer Engineering at Lagos State University gave mea structured way to understand how signals move, how networks are built, and howtechnology can enable or limit opportunity.

How does that engineering background influence how you think today?
It makes me think in systems. In engineering, you quickly learn that what looks likea local fault can be a symptom of a deeper architectural issue. That mindset has stayed withme. Whether I am looking at a business, an operating model, or a market, I instinctively ask:how do the pieces interact, where are the bottlenecks, and what happens if one part breaks?That systems thinking is foundational for both finance and consulting.Building Nigeria’s connectivity backboneYour first professional chapter was at Globacom.

What kinds of problems were yousolving there?At Globacom, I worked behind the scenes on the connectivity millions of people relyon daily. I contributed to the design of a core network plan for rollout across Nigeria’s 36states and the Federal Capital Territory, with the goal of supporting expanding data demandand more consistent coverage. It was about turning growth forecasts and demographic datainto a network architecture that could scale with Nigeria’s digital ambitions.

What did that experience teach you about execution at scale?
It taught me that scale amplifies both good and bad design. A seemingly smalldecision in network planning can later influence call quality, data speeds, and userexperience across an entire region. That sense of consequence created a habit ofthoroughness—simulate, stress-test, question assumptions. It also made me very aware thatbehind every technical decision, there are people whose work, education, or smallbusinesses depend on what you design.Crossing into finance and PwCYou made a big shift from engineering into finance and assurance at PwC.

What motivated that move?
Over time, I realised that technology alone does not decide which projects get builtor which companies scale; capital and strategy do. I wanted to understand how thosedecisions were made—how risk is assessed, how returns are evaluated, and howgovernance frameworks shape outcomes. That curiosity led me to pursue ACCA and joinPwC, first in Nigeria and later in the UK. It was a deliberate step towards the world wherenumbers, judgement, and strategy meet.

How did your work in Nigeria difer from your experience in the UK?

In Nigeria, the focus often involved strengthening governance, controls, andreporting for banks, asset managers, and emerging fintechs, while also supportingmarket-entry and digital initiatives. In the UK, I worked more with large private equity andasset management clients—conducting due diligence, portfolio analysis, and audits for fundswith assets running into the billions. Together, those experiences gave me bothemerging-market depth and exposure to highly structured global capital markets.Billion-dollar portfolios and the pull towards consultingWhat does working with billion-dollar funds teach you about risk anddecision-making?Ibukun: It reinforces that risk is multi-dimensional. You are not just checking leverage ratiosor EBITDA trends; you are also assessing management capability, strategic positioning,operating resilience, and regulatory exposure. In deal rooms and portfolio reviews, you seehow decisions on pricing, cost structure, expansion, or digital investment can reshapeoutcomes. That exposure made me realise I wanted to be closer to designing thosestrategies and transformations, not just validating them ex post through the numbers.Is that where your interest in management consulting really solidified?Ibukun: Yes. Consulting sits at the intersection of analysis and action. You are called inwhen something important needs to change—growth has slowed, a business model needsto be updated, a digital transformation is underperforming, or an investor wants to unlockmore value from a portfolio company. My engineering and finance background made mecomfortable handling complexity and data, but consulting adds the element of influence:shaping the narrative, aligning stakeholders, and driving execution. That combination felt likea natural fit.Management consulting, transformation, and operatingat the intersectionWhat aspects of management consulting excite you the most?Three stand out. First, the variety: working across sectors and geographies keepsyou learning and helps you see patterns others might miss. Second, the impact: a goodproject can lead to real changes—better performance, new markets, leaner operations, ormore resilient organisations. Third, the learning culture: you are constantly pushed tostructure ambiguous problems, test hypotheses quickly, and communicate solutions in a waythat busy executives can act on. That intensity suits how I like to work.

How do your engineering and finance experiences shape your consulting style?

Engineering gives me a strong bias for structure and feasibility—understanding howthings actually work under the hood. Finance and audit add rigour around numbers, risk, andgovernance. In consulting, that translates into recommendations that are both ambitious andgrounded: it is not enough for a strategy to look good in a slide deck; it has to workoperationally, make financial sense, and hold up under stress. That balance is where I aim tooperate.Digital finance, risk, and operating modelsYou have also engaged with digital finance and platform-based businesses.

What themes keep coming up for you in that space?
A recurring theme is alignment—between growth ambitions, risk management, andoperating capabilities. Digital businesses often scale user numbers faster than governance,processes, or infrastructure. Questions like “Can the platform handle this volume?”, “Are wepricing risk correctly?”, or “Do we have the right controls around data and transactions?”come up repeatedly. These are areas where my engineering perspective and financialtraining naturally combine.

How do you think consulting can help digital players in markets like Nigeria?

Consulting can help by bringing structure and external perspective. For instance,helping a fast-growing fintech clarify its strategic focus, redesign its operating model, shoreup risk and control frameworks, or craft a path to profitability without losing innovation. Inmarkets like Nigeria, the stakes are high because digital platforms often double asinfrastructure—for payments, credit, or commerce. Getting their strategy and execution righthas real consequences for inclusion and growth.Leveraging INSEAD to Elevate Client ImpactYou are enrolled in the INSEAD MBA.

How does that connect to the way you alreadywork as a consultant?

INSEAD is less a bridge and more an amplifier for the kind of work I already do. Theprogramme’s pace, its multi-campus setup, and the diversity of the cohort mirror theconsulting environment—fast-moving, multicultural, and inherently cross-functional. Being ata school ranked as Europe’s best and among the top four globally by the Financial Timeskeeps you plugged into senior leaders, clients, and firms across regions, but moreimportantly, it gives structured space to refine how you frame problems and influencedecision-makers.

What capabilities are you deliberately institutionalising or stress-testing at INSEAD?

The focus is on deepening muscles I already use every day: structuring ambiguousproblems, leading high-performing, diverse teams, and steering large-scale transformations.Strategy, operations, and organisational behaviour courses provide new lenses andframeworks, while group work replicates client situations—tight timelines, conflictingpriorities, and stakeholders with diferent agendas. When you layer that on top ofengineering training and PwC experience, the objective is not to “get ready” for consulting,but to elevate the level at which you operate in the room—both analytically and in how youmove clients and teams towards decisions.ACCA recognition and professional disciplineYou were recognised as a top ACCA afiliate in Nigeria for the September 2023 exams.What did that mean for you?Ibukun: It meant a lot because it validated a deliberate transition. Moving from a pureengineering background into accounting and finance was a stretch, and ACCA was arigorous pathway. Being recognised among the top afiliates signalled that I had not justcrossed over but built real depth. It also raised the bar for how I approach my work; whenpeople know your training is strong, there is an expectation that your judgement will match.

How does that training influence your day-to-day decisions?

It shows up in my respect for detail, controls, and ethics. Whether I am reviewing abusiness case, thinking about a restructuring, or advising on an investment, I am alwaysasking: are the numbers robust, are we being transparent, and what are the downsidescenarios? That discipline is essential in consulting, where recommendations can shiftmillions of dollars and afect many livelihoods.Looking ahead: Africa, capital, and talen.

When you look at Africa’s business landscape over the next decade, what gives youoptimism?The combination of talent, connectivity, and capital interest. There is a growingcohort of Africans who have worked across continents, understand both local realities andglobal standards, and are returning or staying engaged with the continent. As infrastructureand digital rails continue to improve, there is huge potential to build businesses that areglobally competitive yet locally relevant. The key will be marrying strong execution withthoughtful governance and long-term thinking.

Where do you see yourself contributing in that future?
I am committed to strengthening the continent’s infrastructure—both physical andfinancial. My aim is to build scalable “playbooks” for the structural challenges that recuracross African markets. I want to help bridge the corridor between Africa, U.S, Europe, andglobal markets, ensuring that capital flows efectively toward businesses that are built to last.If I can spend my career helping organizations make better decisions in these high-stakesenvironments, I’ll consider it a success.