The Managing Director and Chief Executive Officer of Cerba Lancet Nigeria, Dr Olayemi Dawodu, speaks with FAITH AJAYI about her journey as a medical professional and leader in the healthcare industry.
HowDid your experience at the College of Medicine, University of Lagos, influence your perspectives and professional path?
I’d say I’ve been very lucky to have had a great role model in my father. I witnessed his commitment and the effect his work had on people’s lives.
As a histopathologist, people frequently mention that you aren’t a gynaecologist or paediatrician — not part of the “common” specialties. However, the role of a pathologist extends widely and spans across all medical fields since a pathologist offers guidance and expertise for every other specialty.
You present samples to us when you are uncertain about their nature, and a pathologist can identify if it is cancer, an infection, or another condition. This essential information directs treatment choices and ultimately enhances patient results.
Being raised in an environment characterized by such selflessness and commitment had a significant influence on me. By the time I started medical school, I was already determined to pursue a specialty, although I hadn’t yet decided on the specific area.
There wasn’t truly one specific “Eureka” moment. It was more like a path influenced by my experiences, learning, and connections. My surroundings helped me gain the confidence to think that nothing was beyond my reach if I focused on it.
Observing individuals in my vicinity — neighbors, coworkers, and former students from the same College of Medicine — who succeeded in research and accomplished impressive feats overseas made me understand that they were regular people who possessed clear goals, focus, and self-control. I felt that if you had a clear vision of what you desired and were ready to put in the effort, there was no limit to what you could attain.
When it came to selecting histopathology, I ultimately had to take a pragmatic approach. I had various interests, but becoming a young mother during my NYSC prompted me to think seriously about how to manage family, personal satisfaction, and career influence.
That image made me think of histopathology; a field I was born into and surrounded by. It felt instinctive to follow that route, and it has been deeply satisfying.
What impact did your time at SAID Business School, part of the University of Oxford in the United Kingdom, have on your leadership style?
It was a remarkable and beneficial experience. I had applied during the COVID-19 pandemic, even though I was initially supposed to participate approximately two years prior.
Back then, I had shifted from being solely a clinical expert within a global company to taking on the role of Managing Director and CEO. I am someone who emphasizes thorough self-reflection and personal assessment. I often take time to review what is effective, where I am now, where I aim to be, and what steps are needed to reach those goals. This process of thinking led me to SAID Business School.
I also applied to other schools, but I was aware that I required executive leadership development from a renowned institution. The Strategic Leadership Programme turned out to be precisely what I needed, as there was a lot to manage both within and outside the organization as a leader.
The staff was outstanding, and the instructional approaches were remarkable. One of the most beneficial parts was gaining insights from the experiences of other participants. There were approximately 33 individuals in my group from nations such as New Zealand and Australia, and each conversation provided something worthwhile.
The support and direction provided by the faculty were extremely valuable. We were also motivated to share actual leadership issues we encountered, and the group collaborated to explore potential solutions and suggestions.
A notable activity required each of us to direct a choir at one of Oxford’s renowned colleges—Balliol College. We were each tasked with leading the choir for a short period, and following this, the facilitator provided remarkably precise observations about our leadership approaches; whether we guided others, listened, or focused on our team’s responses. It was an intriguing experience.
In what way did the experience impact you in a practical sense?
It significantly changed the way I functioned upon my return.
For example, I recognized that we weren’t as deliberate as we could have been in welcoming new employees. At SAID Business School, I saw how companies involve staff even before they start; contacting them in advance, ensuring their work equipment is prepared, and making them feel appreciated from the very first day.
After I came back, I provided training to our HR team regarding this method. Currently, new employees are given appropriate onboarding resources, work equipment, and assistance prior to starting their roles.
The program also altered the way I connected with my managers. In the past, I only communicated with them during management meetings. Afterward, I started monthly one-on-one sessions with my direct subordinates; not to talk about work, but to understand their ambitions, personal objectives, and overall happiness.
It enabled me to develop deeper connections and emerge as a more deliberate and attentive leader.
You started working at Cerba Lancet Nigeria in 2015 as a histopathologist. What was your mental approach back then, and which plan contributed to your development?
I have always been convinced that whatever I decide to do, I should put in my full effort. From the start, my attitude was to provide outstanding service and apply my knowledge to make a positive difference in patients’ lives.
It was also crucial for me to establish solid connections with the physicians and surgeons who placed their trust in us by providing their samples. I remained accessible to them, paid close attention, and maintained regular communication.
At times, surgeons would send me images from operations prior to sending in samples, and this teamwork helped establish confidence. Physicians were able to contact me anytime they required more information, and I could also get in touch when needed before finalizing a diagnosis.
At that time, numerous samples were regularly sent to South Africa as some physicians favored foreign assessments rather than local ones. However, within six months, I managed to persuade almost 60 percent of these doctors to have their samples analyzed in Nigeria by consistently providing precise diagnoses and staying available.
I also promoted feedback whenever physicians obtained second opinions from other sources. Fortunately, none of my diagnoses were reversed. This consistency fostered trust and enabled us to keep many samples within Nigeria.
Your move to the role of MD/CEO was fast. What equipped you for this sudden step?
I am convinced that outstanding performance speaks volumes. I concentrated on excelling in my role as a histopathologist, and maybe the management of the organization recognized attributes they thought could contribute to the company’s expansion.
At a certain stage, Dr Harry Passard, who was the chairman of the board then, came to me with the proposal to take on the role of MD/CEO.
Was I completely ready? Honestly, no. It wasn’t a position I had initially joined the company for. However, leadership has consistently come into my life.
In secondary school at the International School, University of Lagos, I held the position of health prefect. While completing my residency at the College of Medicine, I was appointed Chief Resident in histopathology, managing administrative tasks and communicating with hospital administration.
Although I wasn’t completely inexperienced with leadership or administration, taking on an executive position still seemed intimidating.
My spouse played a significant part in motivating me. He continues to be one of my most important supporters and helpful critics. When I shared the opportunity with him, he quickly questioned why I was uncertain. He reminded me that I had already received training in laboratory medicine and was qualified for the position.
After accepting the role, I quickly started recognizing areas where I needed to improve. This was one of the reasons I enrolled at SAID Business School. I also completed courses like Finance for Non-Finance Professionals and joined the Chartered Institute of Directors Nigeria.
I developed a plan detailing the skills and abilities I needed to acquire. By God’s grace, I have now been serving as Managing Director for almost 10 years.
Reflecting on your initial career phase, what do you consider to have been your most difficult challenge?
A difficulty was the persistent feeling of being undervalued. Others frequently viewed me as “just a pretty face,” failing to recognize the intense training needed to become a histopathologist.
Histopathology is challenging. In the beginning of my training, I conducted as many as three autopsies each day while also being a young mother. It was both physically and emotionally draining.
Another difficulty was being recognized as the daughter of Professor Elesha. Rather than simplifying matters, it often felt as if I had even more to demonstrate. I continually feared that others would think I had received advantages due to my background, which led me to be very strict with myself and committed to showing my abilities on my own.
Certain individuals who didn’t have a high regard for my father also transferred their feelings towards me while I was undergoing training. However, in the end, these situations made me stronger and increased my resolve.
What are the most important choices you face every day that impact patient results and company expansion?
One of the key priorities for me is making sure that all employees completely grasp and adhere to the company’s culture, procedures, and quality benchmarks.
I consistently emphasize to my team that our purpose is rooted in our patients. Each process, policy, and choice should focus on achieving the highest quality results for them.
Provided by SyndiGate Media Inc.Syndigate.info).
