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Onaivi Dania is a mentoring strategist and corporate training facilitator passionate about advancing structured, scalable mentoring across Africa. With a solid background in Information Technology, Data Analytics, Business Intelligence, and Human Capital Development, he leads Precepts & Mentors, a pan-African mentoring network with footprints in Nigeria, Ghana, Kenya, Rwanda, and Dubai.
Starting his entrepreneurial journey at 22 while studying Computer Engineering at the University of Benin, Onaivi founded Xploits Precepts Limited, launching empowerment initiatives that have helped hundreds of young professionals transition into productive entrepreneurs and workplace-ready talents.
Onaivi’s approach to mentoring embraces emerging trends, including digital platforms, peer and group mentoring, and AI-supported learning paths, aiming to make mentoring an integral part of leadership and talent development strategies across the continent. Through his ongoing Mentorship Masterclasses, hosted in cities like Lagos, Nairobi, and Harare, he empowers middle and senior managers, educators, and corporate teams with tools to lead confidently in a rapidly changing digital economy.
In this interview with Chisom Michael, Onaivi candidly discusses the challenges facing Nigeria’s young workforce, including gaps in education, confidence, and exposure. Drawing from his experience as a mentor, he explains how mentoring evolves from motivation into a structured, measurable tool that develops skills and mindsets. He also highlights the importance of cultural adaptability in cross-border mentoring and how integrating mentoring into business strategies can enhance organisational resilience and growth across Africa. Excerpts:
What core challenges do you see in preparing young people for workplace productivity in Nigeria?
One major challenge is the gap between what is taught in school and what the workplace actually demands. Many young people are smart and ambitious, but they lack exposure to real work environments early on.
Another issue is soft skills- things like active listening, problem-solving or building strategic relationships. These aren’t always emphasised enough in our educational system.
Lastly, there’s a confidence gap. A lot of young Nigerians underestimate themselves because they haven’t had mentors or platforms that can affirm their potential. So, I focus on bridging these three areas: mindset, exposure and skills.
You founded Xploits Precepts while still in university. What gave you the confidence to start that early?
To be honest, I was tired of the status quo. I didn’t want to be like my mates. Most of their ambition was tailored towards graduating from school and getting a well-paying job. While that was noble, I felt I had so much potential that I just couldn’t wait until I needed to graduate. As for me, I wanted more. I knew I had something in me that the world needed.
I started Xploits Precepts as a personal development company, then later, the company pivoted into a tech business, and I eventually handed over the entire assets of the company to a major investor. That experience taught me a lot about life and creating value that customers would need. It was also a seed that grew into a global impact many years later.
Can you walk us through how your background in data analytics influences your mentoring approach?
I’ve learned that good mentoring isn’t just about intuition or empathy, though those matter immensely. There’s something powerful about bringing structure to the process. When someone comes to me feeling stuck, we don’t just talk through feelings, we dig into patterns.
But here’s the thing- I do not treat people like spreadsheets or dashboards. The numbers simply give us a starting point for deeper conversations. They help cut through the noise of what we think is happening versus what’s happening.
Setting goals has changed, instead of vague aspirations like “be more productive,” we create specific, trackable milestones. There’s something amazingly motivating about seeing tangible progress, especially when you’re in the messy middle of growth. Data has made me a more intentional listener. I pay attention to behaviours and patterns in what people say, how they frame challenges, and where their energy shifts. It’s helped me move beyond surface-level advice to something more personalised and actionable.
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How do you ensure your mentoring and corporate training programmes remain relevant across countries?
Early in my career, I made the classic mistake of imagining that great content translates universally. I’d travel to a new country with my tried-and-tested material, confident it would land the same way it did back home. Each country has their unique ways of receiving
Now, I approach each new city or region as though I’m learning a new language—not just the words, but the cultural rhythm behind them. Sometimes, I tend to use their accents in a subtle way, I spend time in coffee shops, interact with locals, eat good food, attend local business events, and have conversations that go way beyond work. So, this gives me enough material to break the ice and warm up with my audience.
I’ve also stopped trying to be the expert on everything. I focus on my core abilities, and then I collaborate with local facilitators who bring cultural nuance I could never fully grasp as an outsider. They help me adjust examples, case studies, and even the pace of delivery.
The content stays current because I stay curious. Every program teaches me something new about what works in that specific environment.
What role does business intelligence play in improving employee performance in African firms?
Business intelligence helps companies move from guesswork to smart decisions. When companies track key performance indicators like sales trends, customer feedback, or employee output, they can see what’s working and what’s not. This allows leaders to address issues early, recognise top performers and also allocate their resources more efficiently.
In African firms, where resources are sometimes limited, BI becomes even more valuable. It ensures that every decision is backed by insight, not just instinct. When employees know that their work is being measured fairly and used to drive growth, it motivates them to do better.
In your view, how can mentoring be integrated into business growth strategies in Nigeria?
Mentoring should not be treated as a “nice to have”; it is a business tool- a strategic lever. When done right, it helps companies grow from the inside out. In Nigeria, where talent retention and leadership continuity are big issues, mentoring can become the bridge. It’s how you transfer knowledge, shape culture, and groom future leaders.
For example, new hires can be paired with experienced staff to shorten learning curves. High-potential employees can be mentored into leadership roles. When people grow, the business grows. It’s that simple. The key is to build mentoring into your HR and performance systems-not as an afterthought, but as a working strategy.
Could you share how Precepts & Mentors measures the impact of its interventions?
At Precepts & Mentors, we take impact seriously. We measure in three main ways: before, during, and after each engagement. First, we assess the needs of the organisation, what problems are we solving? Where are hidden opportunities located?
During the programme, we use tools like participant feedback, engagement metrics, and facilitator observations to gauge learning in real-time. But the real test is after. We follow up with clients to track changes in behaviour, performance or outcomes. For example, if we trained a team on Business Presentation or Dashboard Reporting, we want to see how their reports and presentations improve over time. Impact for us isn’t just in the delivery—it’s also felt in the results.
You’ve facilitated training for both public and private organisations. Where do you see the biggest skill gaps?
The biggest gap I’ve seen is not technical- it’s in thinking and communication. Many professionals know their job but struggle to communicate ideas clearly or adapt to change.
In the public sector, the challenge is often agility—how to be proactive, not just reactive, while in the private sector, the gap tends to be people skills-collaboration, leadership, and emotional intelligence. And across both, digital literacy is still a work in progress. We need people who can use tools, make sense of data, and work well in teams. Those are the real drivers of productivity today.
How can mentoring be used as a tool for improving organisational resilience in volatile business environments?
Mentoring builds people—and it’s people who carry companies through tough times. In a volatile environment like ours, mentoring creates stability. It allows experience to be passed on quickly, keeps morale high, and helps teams navigate uncertainty.
For instance, when junior staff are mentored by senior colleagues, they gain confidence and clarity. That matters a lot when the market is unpredictable. Mentoring also helps retain institutional knowledge, so when people leave or teams shift, the business doesn’t lose its footing. It’s a quiet but powerful way to stay grounded.
What lessons have you learnt from working with financial institutions like the Central Bank of Nigeria and the Development Bank of Nigeria?
One key lesson is that leadership matters at every level. In both institutions as well as other organisations I have consulted for or trained, I observed that technical skill alone isn’t enough—you need people who can think strategically, lead with clarity and manage change.
Another thing I learnt is the importance of structure. These organisations thrive on systems, but they also value innovation, especially now. So, you have to strike a balance between following processes and driving new ideas.
Finally, I have noticed how powerful cross-functional collaboration can be. When departments truly work together, not just side by side, it creates room for smarter decisions and stronger outcomes.
Chisom Michael
Chisom Michael is a data analyst (audience engagement) and writer at BusinessDay, with diverse experience in the media industry. He holds a BSc in Industrial Physics from Imo State University and an MEng in Computer Science and Technology from Liaoning Univerisity of Technology China. He specialises in listicle writing, profiles and leveraging his skills in audience engagement analysis and data-driven insights to create compelling content that resonates with readers.
