Nosayaba

A decade aligning physical materials with digital systems, a career that follows the full arc of a product, from material formation and production through to trade, distribution and delivery.

Grounded in a First-Class MEng in Materials Science & Engineering and shaped by operational work across aerospace, automotive, retail, e-commerce, manufacturing and logistics, in Europe and in emerging markets.

The work now sits where industrial and digital infrastructure meet cross-border coordination: building trusted systems that strengthen interoperability, transparency and long-term industrial growth.

The conviction underneath it is simple. Value chain engineering should not only optimise efficiency. It should widen trusted participation across the global economy.

£3bn+ of product value influenced, across FTSE 100 global brands.

On “tech diplomat”

Recently selected for the inaugural cohort of the Tech Diplomacy Global Executive Program at the Tech Diplomacy Global Institute in Paris, alongside 19 other participants from sixteen countries — ambassadors, diplomats and policymakers alongside industry. Delivering a capstone project built for institutional use, convening at UNESCO headquarters for the annual Tech Diplomacy Global Forum, where I hosted as the MC.

There is currently a $2.8 trillion annual cost of fragmentation: conflicting regulations, trade barriers and diplomatic tensions that create massive inefficiencies in the global digital economy. For me, this positioning opens the governmental branch of reach to ensure policy alignment with industrial infrastructure that engineers sovereign value for resource-rich nations.

Where I am useful

Sectors: manufacturing · oil & gas · retail and e-commerce · logistics · aerospace · automotive

How I got here

I started by creating a composite material out of graphene.

My dissertation at Manchester was on bonding transition metals to polymers using graphene as a matrix substrate, measuring how the composite held under variable conditions. What I took from it was not a career in materials. It was a habit: before you ask what a thing should do, find out what it will tolerate. The material decides first, and everything downstream is a negotiation with that decision.

At GE Oil & Gas I expected to solve engineering problems. Instead I spent two years rewriting over 60 production SOPs for safety valve manufacturing and watched process variation fall fifteen percent. Nobody touched a machine. The variation had never been in the equipment — it was in what people had been told to do, and in the parts of the job nobody had written down at all. I have treated the written system as the real product ever since.

Then 2020. I was recruited to lead operations and logistics at Amazon through the demand shock: a hundred operators, twelve distribution providers and a record 192,000 deliveries in a single day at the lowest parcel loss rate in the region. The constraint was almost never capacity. It was how fast a decision could be made and pushed to the edge of the network. I stopped thinking about decision-making as management and started thinking about it as infrastructure.

The turn came through minerals. The pattern is hard to miss once you see it: producer economies export raw material and re-import the finished product, because the processing capacity, the standards and the traceability evidence all sit somewhere else. That is not an inefficiency. It is a design nobody exactly chose, which holds because no single party has the authority to change it.

I hope this explains a little of how a material scientist and engineer ends up as a tech diplomat, MCing a forum at UNESCO and talking about building trust in a fragmented era.