Selected engagements — Dr. Jimoh Consulting
Advisory work delivered by the firm.
A1
Where to enter the African water chemicals market — and where not to
Water chemicals · Africa · market entry diagnostic
A client wanted to enter the water chemicals market in Africa but had no structured basis for deciding which markets to prioritize or how to approach them. We ran a market deep-dive across African markets, sizing the opportunity by segment and country, and built a decision matrix weighing market attractiveness against the practical conditions of entry. The client came away with a defensible basis for choosing where to focus and, equally useful, for ruling markets out before committing capital.
A2
Whether a recycling venture was ready to be financed
Plastics recycling · Europe, with African outlook · bankability diagnostic
An early-stage plastics recycling venture needed to know whether its project was structurally ready to attract financing, before approaching funders and discovering otherwise. We ran a bankability diagnostic on the European pilot, assessing financial and structural readiness and testing the forward view toward African expansion. The venture went to funders with a documented case for its pilot phase and a clear account of what the next step would require of it.
Process and plant safety — work led before founding the firm
Two decades of practice, from hazard analysis on the plant floor to global outsourcing governance.
B1
Outsourcing safety-critical work without outsourcing accountability
Chemicals, pharmaceuticals, agrochemicals · global · outsourcing governance
A global group wanted to externalize substantial parts of its process and plant safety function — safety-laboratory testing, pressure and machine safety — without loosening board-level accountability for safety outcomes. The work produced the global outsourcing strategy and the governance framework beneath it: what could be externalized and what had to stay, how quality and compliance were assured, and how regions and procurement engaged providers. It was adopted across the group’s regions and became the internal reference model for externalizing safety-critical work.
B2
Selecting providers for safety-critical work on three continents
Process and plant safety · Asia, Europe, Latin America · provider evaluation
Regional business units needed qualified external providers for safety-critical services, assessed against internal quality and compliance standards rather than on price. Formal tender processes ran across Asia, Europe and Latin America — defining selection criteria, long- and short-listing candidates, and running pilot phases before any award — with GLP and ISO 17025 requirements built into the criteria themselves. Providers were onboarded on three continents inside a single governance model, with accountability for outcomes retained in house.
B3
Keeping an accreditation through an outsourcing transition
Safety laboratory · Europe and Asia · quality management, GLP / ISO 17025
A safety-testing laboratory needed to externalize parts of its quality-management operation without putting its GLP and ISO 17025 accreditation at risk — exposure that is usually discovered only at the next audit. The externalization was led alongside the internal inspection program, with preparation and support for the external audits, including inspection by the national accreditation body. The laboratory held its accreditation throughout, and the approach became the template for further externalization.
B4
Keeping the competence to challenge a provider’s work
Process and plant safety · global · capability retention
As safety-critical execution moved to external providers, a quieter risk emerged: internal practitioners gradually losing the technical depth needed to interrogate a provider’s work and sign it off with authority. A structured capability program countered it — regional and global technical conferences, practitioner and hazard-analysis training, and a dedicated in-house academy for the function. Competence stayed inside the organization as execution moved outside it, which is the condition informed sign-off depends on.
B5
Hazard analysis on the plant floor, and a contested case with the regulator
Pharmaceutical manufacturing · Germany · process safety and regulatory compliance
A pharmaceutical manufacturing and research site needed a systematic hazard-analysis program, and separately faced a new emissions regulation with no established route to compliance the authority would accept. The site’s HAZOP and PHA program was planned and run, together with the process safety reports underpinning approvals for new and modified plant. The compliance concept for the new regulation was developed and carried through an extended, at times contested, negotiation with the permitting authority, to approval.
Africa market entry and growth — work led before founding the firm
Building, running and restructuring industrial operations in West Africa, as the executive accountable for the outcome.
C1
Building a multinational’s Nigerian company from nothing
Chemicals and pharmaceuticals · Nigeria · market entry and company build
A European chemicals and pharmaceuticals group had no legal or operating presence in Nigeria and wanted one built properly: not a representative office, but a governed entity capable of carrying group standards in a market of some 200 million people. It was built from the ground up as founding Managing Director — the legal entity, governance and reporting lines, finance, HR and compliance functions, and the commercial organization across four business lines — with personal statutory responsibility and representation of the group to government and regulators. It became the group’s reference structure for the region.
C2
Moving from an agency model to trading directly
Pharmaceuticals · Nigeria · business model redesign
The pharmaceutical business in Nigeria operated on an indent model, which capped margin capture, inventory control and responsiveness. The group decided to trade directly instead. The transition to a direct buy/sell model was led end to end — commercial, supply-chain, financial and organizational consequences, new logistics and warehousing agreements, and realignment of the sales and compliance functions. It was delivered under formal project governance and established the operating base for direct in-country trading.
C3
A route to market across three West African countries
Polymers and chemicals · Nigeria, Ghana, Côte d’Ivoire · distribution and supply chain
A polymers and chemicals business needed to reach fragmented markets across West Africa without a direct sales presence in every country. Working from a base in Ghana, the distributor network was built across Nigeria, Ghana and Côte d’Ivoire — identifying, evaluating and onboarding partners — with the regional stock and logistics model behind it, supported by market analysis and regional reporting. The result was a working multi-country route to market serving three business lines and around €15 million in regional turnover.
C4
Making the operation match what the governance structure promised
Chemicals and pharmaceuticals · West and Central Africa · compliance and process optimization
Once the Nigerian organization was established, the harder question followed: whether daily operations actually met the standards the governance structure promised on paper. An operational compliance program in Nigeria ran alongside a process-optimization initiative across the West and Central Africa region, including the change management needed for country teams to adopt it rather than acknowledge it. Both were delivered under formal project governance, raising standards deliberately rather than discovering gaps through assurance afterwards.
