Oluchi Ikechi-D’Amico
speaker
579 appearances
1 recordings
1 series
first heard Aug 2026
last heard 5 Aug
Oluchi Ikechi-D’Amico’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Aug 2026 with 1.
Appearances
But in those four, five years, four years, what happened was we started to build our, you know, our social media presence, a mastermind.
hundred at that time, probably a hundred plus million in, in views, you know, repeatedly engaging with our, with our, with our kind of our audience base.
And then also my brand internally and on, on different platforms was getting more known in the leadership space in terms of, you know, how to build strong leaders at C-suite at exec, you know, exec, exec co throughout the organization.
So much so that EY actually asked me on a number of occasions to come and help away from M&A programs.
So continue to do your M&A programs, but can you also help us deliver on these people, talent, leadership type programs?
And what was happening was I was doing both and I loved it.
I got to do the, you know, the more analytical thinking, you know, on the M&A programs, which I've always loved.
But then I got to channel the human, real side where I was storytelling, where I was putting people on the spot, where I was, you know, like delving into deep, real questions and building emotion and connections and getting people, because if you kind of poke at people's emotions, you get people to really...
self-reflect and evaluate on behaviors and it's behaviors that can then unlock why do I do something in the way I do it if I'm trying to achieve asking probing questions correct correct and I really really enjoyed that but again again it was just I was happy to you know
basically work how I was operating in a lot of different, I ended up basically running a huge number of training programs, workshops for my internal colleagues at EY and also for clients.
So when then this opportunity arose, the option of going, transferring again to another part of the organization, I had already, this is now, Hong Kong is now my fifth lived country.
It's the ninth lived country for my husband.
But the fifth for me and the girls.
And I was like, well, I've done this before.
I'm coming back now as a mother of three.
My elder girls are, you know, growing, need mummy even more.
risk up for the challenge.
And it just felt that there was, there was this not only momentum, but demand for the talent development, the leadership development.
And I also saw a real cool gap with AI, which is, is it, you know, I'm really seeing paid off right now.
Let's see how long it takes, but, but definitely in the, you know, not building the technical skills, because guess what?
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