David Olusegun

Creative Control Ventures

CCV partners with purpose-driven creators to launch CPG brands that make a real impact. 🚀

Notable brands include:
- Nala’s Baby (Krept & Sasha)
- SYPS (Aitch) 

CCV operates as a co-founding partner, providing creators with the tools, support, and capital to build and scale their own businesses moving beyond endorsements to real ownership.

The goal? Turning influence into impactful, global brands. 🌍

Co-Founder & Co-CEO

Creators Capital

Creators Capital invests, advises, and builds value around creators, brands, and rights-holders across sports, music, gaming, and entertainment.

Founder & Investor

Black Diamond Music Group

Home to Black Diamond Records, a full-service record label imprint of Warner Music Group (home to Ed Sheeran, Coldplay, Dua Lipa) and Black Diamond Publishing, a JV with Kobalt Music home to writers that have worked with Justin Bieber, Stormzy, Ariana Grande and many more

Co-Founder & CEO

Various

Providing marketing and sponsorship services to MTV, The FA, HIT Entertainment, Nike, Adidas, New Balance.

Various Entertainment marketing, branding and sponsorship roles

Hi 👋🏿

I’m David. I’m driven by faith and committed to purpose. My work is simple: build and invest in consumer brands that make lives better and leave a positive legacy.

For over a decade, I’ve worked across CPG, entertainment, and media with global players like Viacom, Nike, MTV, Nickelodeon, Sony Pictures, Boots, and Warner Music.

Beyond angel investing, I advise founders and corporations on building products that truly serve people, and I speak on faith, entrepreneurship, and brand leadership with a focus on real-world impact and integrity.

Honoured to be recognised by Powerful Media, Music Week, KPMG Entrepreneur of the Year, HSBC x Black Business Week Top Entrepreneur and the UK’s Top 100 African Business Leaders, but the mission stays the same: help brands serve people, do good with excellence and integrity, and honour God.

CCV is a venture builder that partners with purpose-driven creators to launch global CPG brands. We are a creative-led team with strong end-to-end commercial expertise that provides the complete infrastructure to launch, build and scale these pioneering brands.

Our goal is to give our clients the opportunity to build something bigger than their personal brand, receive ownership rather than just another endorsement deal and leverage their following into a long-term future through building impactful businesses.

Our operating model is to work together with the creator as a co-founding team and enable them with the right infrastructure, tools, support, and capital. We love working with creators to change the world, one brand at a time. We believe it’s time we build businesses that shift the power paradigm to the hands of the creators. It’s what gets us up in the morning, it’s in our DNA and we are irretrievably obsessed with collective success by working with CCV you’ll be working with vested partners committed to global success!

Jesus was the greatest leader to ever walk the earth, and if you study his example, you’ll find timeless lessons on humility, vision and service that can transform how you lead.

Building and Investing Purpose-Driven Consumer Brands | Angel Investor | Keynote Speaker

JESUS

I’m sure you’ve heard it a thousand times, but this time, let it sink in; Jesus really loves YOU. 

Not because you’re perfect, but because He is.

The love of Jesus stays, forgives, and heals.

Open your heart, He’s been waiting for you.

When God leads, your efforts are strengthened, and your path becomes clearer.

“Commit to the Lord whatever you do, and your plans will succeed”— Proverbs 16:3

Are we witnessing a fundamental change in what it means to be an influencer?

For years, brands defaulted to the polished archetype: musicians, athletes, and models who could embody a kind of aspirational perfection.

But now we’re seeing a pivot, a willingness to bet on people who don’t fit the traditional mould, yet have something far more valuable: cultural credibility and a voice their communities genuinely trust.

Take Auntie Bemi. From London bus videos with 22M likes to front-row campaigns with JACQUEMUS, Burberry, H&M Group, and Maybelline New York, she represents a new era. 

One where influence is not about celebrity status, but about resonance, relatability, and cultural fluency.

Some critics argue that H&M’s campaign with her is a gimmick, but let’s be real: the same old faces are tired. The industry is learning that the fastest way to reconnect with audiences is to back homegrown, non-traditional talent who feel like us.

And that’s the deeper shift:
☯︎ Influence is no longer gatekept by industries like music or sport.
☯︎ Brands are recognising that style, voice, and cultural relevance can come from anywhere.
☯︎ Communities are responding to authenticity, not polished perfection.

For H&M, with shares down 8.4% last year against Inditex’s 29% rise, taking risks on fresh voices isn’t optional, but it’s now a matter of survival.

So maybe the real question is this: are we entering an age where the most powerful influencers aren’t the ones with the biggest stages, but the ones who speak most clearly to the people in them?

So many of us have felt lost, searching for purpose, direction, clarity. Life can get confusing, heavy and overwhelming. 

But the good news is that there IS a way.

Jesus is the way, the truth and the life, and in Him we find the peace and direction we’ve been longing for. (John 14:6)

Two months ago, I had breakfast with a friend in South Africa who does 9 figures a year.

A lot of what he said I already knew, but hearing it again reminded me how real it is and it has been stuck with me.

Here’s a few points I jotted down after:

✅ Focus is everything. 
The higher you go, the more distractions come for you. If you’re not locked in on your vision, the world will pull you in a hundred directions. People. Vices. 

✅ Your ego will rob you if you let it. 
He told me he’s lost millions because he let pride lead. Trying to prove something. Trying to win arguments that weren’t worth it. Ego feels good short term but it’s expensive long term.

✅ Who you partner with matters. 
More than people admit. The right person can give you peace, alignment and clarity. The wrong one can ruin everything. Choose with sense. Not just feelings.

✅ Keep your circle solid. 
When you’re winning, people show up. When it gets quiet, they disappear. Don’t lose the people who were there before the noise. 

✅ Don’t let anyone trick you out of your position. 
You are who you are for a reason. Stop doubting that. Imposter syndrome is loud but it’s a lie. Own your space. Stand on your assignment.

✅Stay Grounded. 
Values matter. Keep your integrity. Don’t let money or influence change the core of who you are. 

✅ Keep praying. Always. 
No matter what,  never let life make you lose sight of the One that gave it. We were never meant to do life alone, let God guide you.

Conversations like that show why the people around you matter. 

It made me realise again that your circle is shaping your mentality, whether you notice or not.

A Pizza Boy with $1,000 Capital became the UK’s Youngest Billionaire with a $1.45 Billion Brand.

At age 19, Ben Francis MBE started Gymshark in his parents' garage while juggling studying at Aston University and working as a Pizza Hut delivery driver.
 
 The first problem? He couldn’t afford a production line, and manufacturers kept saying no. So he learnt to sew. 

With about £1,000 in savings, he bought a sewing machine, some fabric, and a screen printer and handmade the first Gymshark pieces.
 
By day, he was in class, by night delivering pizzas, and in the early hours, he stitched and printed gym wear until 4 a.m.

Back in 2012–2013, fitness content on YouTube was booming, but creators’ audiences had no brand representing them.

Nike and adidas were “sports.” Under Armour was “performance.”
 
Ben understood early that these creators could drive distribution.
 
Gymshark sent free products to fitness YouTubers back when influencer marketing wasn’t even a playbook.

Then came BodyPower Expo 2013, Ben invested every penny the company had made into production and a booth at the fitness expo.
 
They didn’t have hype before the event, but they had one advantage: The creators wore Gymshark to the event.

The gamble paid off. The Gymshark stand was flooded. They sold out in 90 minutes.
 
 After the expo, the Luxe Tracksuit, one of their first premium products, went viral on Facebook.
The company went from making £300/day to £30,000/day overnight.

During the 2015 Black Friday, their website crashed. Orders went missing, and customers were furious.

Ben posted a raw apology video, no PR spin. This made customers connect more with the human behind the brand.

Gymshark remains a direct-to-consumer brand, where transparency matters. There is no middleman, no buffer.

They didn’t just sell gym clothes, they sold identity, they built a tribe:
“I’m building myself, I’m part of this community ”

By 2020, Gymshark had grown into a global fitness brand valued at $1.45 billion. Ben Francis MBE became the UK’s youngest billionaire at 28, still owning 70% of the company.

The lesson? Extraordinary results come when you start before you’re ready, commit fully to your vision, and trust your own instincts. 

Ben didn’t wait for a perfect factory, a big investor, or a proven strategy. He just kept building, testing, and going.

African Culture Is Exploding and It’s Creating One of the Biggest Untapped Food & Beverage Opportunities

I’ve been saying this privately for years, but it’s finally becoming mainstream news: African culture isn’t “coming.” It’s here! 

In 2023, Burna Boy sold out the London Stadium the first African artist in history to do so. That same night, Beyoncé was performing across town. Two icons. Two stadiums. One message: Africa is no longer on the periphery of culture. 

The Grocer just reported a major surge in British shoppers looking for West African foods.

For me someone who grew up in South London surrounded by jollof pots, suya smoke, puff-puff after church, none of this is surprising. The biggest untapped opportunity in UK consumer goods right now is African food & beverage.

The Pattern Is Clear: Every Global Cuisine Breaks Through the Same Way
Culture → Curiosity → Street Food → Restaurants → CPG → Category Leader

Korea did it. Japan did it. Mexico did it. The Middle East did it.
Now it’s West Africa’s turn. The difference this time?

The cultural wave is faster, the diaspora is younger, and the gap between cultural relevance and supermarket presence is the widest I’ve ever seen.

A Huge, Underserved Market Hiding in Plain Sight

The UK’s African community is not small:
✅ 1.5 million Black African people
✅ 250k mixed Black African
✅ Together, similar in size to the British Indian population

And the wider market is curious:
✅ 65% of Brits say they’d try West African food
✅ 57% have never had the opportunity

The demand is there. As someone who builds CPG brands, I see this gap every day:

✅ High cultural momentum
✅ High consumer curiosity
✅ Low shelf presence
✅ No dominant brands

This combination does not come around often. When it does, it creates category-defining winners.

The Signals Are Everywhere, the Industry Is Waking Up

1. The Grocer Confirms Rising Interest in African Frozen Foods
2. UK Retailers Expanding African SKUs
3. Michelin Stars Leading the Way
4. Festivals, Street Food & Gen Z
5. Diaspora Convenience Demand

This is the “Itsu moment” for African cuisine. Add the demographic reality, by 2050, 1 in 10 children globally will be African and you start to see how big this really is.

This isn’t a wave. African culture is global culture. When culture moves, consumer behaviour follows. When behaviour shifts, categories transform.

And the runway ahead is long, wide, and wide open.

Unilever’s latest move says more about the future of CPG than most people realise.

They’re exploring the sale of Marmite, Colman’s and Bovril, a ~£200m food portfolio, as they shift more aggressively into beauty, personal care and wellness.

Here’s what this really signals:

1. The numbers dictate the strategy.

Beauty operates at 2–3x the gross margins of packaged food, with stronger repeat rates and lower supply-chain drag.

When you model it out, the capital efficiency gap is massive. Unilever is simply reallocating resources to the categories with the best LTV/CAC, the strongest pricing power, and the most elastic demand curves.

2. Brand matters more than shelf space.

Food is increasingly commoditised. Retailers decide your fate.

In beauty, brand equity is the moat. You can build margin through formulation, IP, community, and positioning, not just volume.

3. Category focus beats sprawling empires.

The old FMCG model was: “own everything.” The new model is: “build where you have edge.”

Unilever knows their global R&D, talent, and marketing engine generates outsized returns in beauty.

4. This is part of a bigger industry correction.

We’re entering a decade where conglomerates will prune low-margin assets and double down on high-margin verticals.

Expect more divestments, more rollups, and more buying opportunities for challenger operators who know how to execute.

The lesson for founders? Focus where the economics reward excellence.

Double down on categories where great brand building still moves the needle.

So often, we live with the illusion that someone or some big event will come and fix all our problems for us. 

But the truth is, life doesn’t wait, and no one is coming to save you. 

The good news? When you take the reins yourself, you can achieve everything you’ve prayed for.

No one’s coming to save you!!

To make it in life, you actually need two things:

Delusion and audacity.

📌 Delusion: that inner belief that you’re meant for more, even if nothing in your life currently proves it.

📌 Audacity: the guts to act on that belief. To apply, to ask, to build, to enter rooms you technically have no business being in.

Most people stay realistic. That’s why they stay stuck.

The ones who change their life always sound a little insane at first.

Think about it: Airbnb started as two guys renting out an air mattress in their living room. 

The idea sounded ridiculous, but now it’s a global hospitality giant.

So if your dream feels delusional… good.

Now back it with action.

What if purpose isn’t a secret key you find, but a muscle you develop through bold actions?

The $5B Question: Is Kim Kardashians’s SKIMS’ Culture-First Model the New Blueprint?

Skims just raised $224 million at a $5B valuation

Meanwhile:
 📌 Spanx sold the majority stake to Blackstone at $1.2B valuation 
 📌 VICTORIA'S SECRET'S is currently valued at around $4.5B but declining 
 📌 Under Armour (founded in 1996) is struggling at $7B

Is Skims the blueprint for how modern brands beat heritage players?

Let me show you what the numbers actually say:
 ➡️ April 2021: $1.6B valuation ($154M raised)
 ➡️ January 2022: $3.2B valuation ($240M raised)
 ➡️ July 2023: $4B valuation ($270M raised)
 ➡️ November 2025: $5B valuation ($224M raised)

That’s 3x growth in valuation in under 5 years.

Here’s what makes it fascinating: The company is now officially targeting more than $1B in net sales for 2025. 

SKIMS is worth MORE than Spanx despite being 19 years younger and doing less revenue. Victoria’s Secret does 7x Skims’ revenue but is only valued at similar levels.

What does Skims have over the heritage brands? 

Let me break down the four strategic moves that explain Skims’ valuation:

♻️ Culture Over Category: Victoria’s Secret sold “sexy” through male-gaze fantasy. Spanx sold “solutions” through function (hide your flaws, look thinner). Skims sold “confidence” through representation (all bodies, all skin tones, worn by real women).

♻️ Celebrity as Distribution, Not Just Marketing: Kim Kardashian is the distribution channel. Kim Kardashian has 354 million followers on Instagram. That’s more reach than Victoria’s Secret ever had with its Fashion Show at its peak.

♻️ DTC-First, Omnichannel Second: Heritage brands built through wholesale department stores, speciality retailers, and mall locations. Then they tried to add DTC as an afterthought, Skims did the opposite.

♻️▸ Product Velocity Over Product Breadth: Heritage brands think in seasons (Spring/Summer, Fall/Winter), two major launches per year. Skims thinks in drops. Spanx took years to iterate on shades. Skims compresses that into months.

Is this actually sustainable? Does this model beat Heritage long-term?

To find out my take, I break down what’s working, what’s not, and the full numbers behind SKIMS’ $5B valuation in my newsletter. 

Link in the comments.⬇️

Chobani just raised $487M at a $15B valuation.

Back in 2005, a Kurdish immigrant named Hamdi Ulukaya bought a shut-down Kraft Heinz yogurt plant in upstate New York.

By 2007, Chobani had launched Greek yogurt into American supermarkets. 
Here’s what Hamdi did differently:

 ➡️ Phase 1 (2005-2014): Bootstrap with Debt
 → SBA loan to buy the factory (government-backed, low-interest)
 → Reinvest all profits into growth
 → Hit $750M revenue before raising outside capital

➡️ Phase 2 (2014-2018): Strategic Debt with Warrants
 → $560M from TPG as debt + warrants (~20% company)
 → Use capital for infrastructure, not covering losses
 → Debt serviced by a growing, profitable business

➡️ Phase 3 (2016): Employee Ownership
 → Give 10% to employees (worth $220M at the time)
 → Create unprecedented alignment and moat
 → Attract and retain talent without paying Silicon Valley salaries

➡️ Phase 4 (2018-2022): Long-Term Capital Partner
 → Pension fund buys out TPG
 → Patient capital with a 20+ year horizon
 → IPO filed but withdrawn when market conditions are poor

➡️ Phase 5 (2023-2025): Profitable M&A + Infrastructure Investment
 → Acquire complementary brands (La Colombe Coffee Workshop, Daily Harvest)
 → Raise $487M at $15B valuation for manufacturing expansion
 → Projected $2.85B revenue in 2025

Let’s look at what Chobani’s financial profile likely looks like:

 ✅ Revenue (2025 projected): $2.85 billion
 ✅ Gross Margins: ~35-40% 
 ✅ Debt Load: Likely $750M-1.5B
 ✅ Enterprise Value: $15 billion
 
If you want the complete playbook and numbers behind Hamdi Ulukaya’s $20B empire, check out my newsletter. 

Link is in the comments.⬇️

There’s a guy I follow who’s bought over 150 companies in his life, and what he said to me reminded me of this verse. 

“Give, and it will be given to you.” — Luke 6:38

The more you give, the more the world gives back. But only if you're intentional. 

Your problem might not be your network. It might be how you treat your network. Most people go around trying to "connect" coffees, events, DMs. 

And that’s great. But the real move? Build something that makes people come to you. 

This hit me hard recently after reading a post about how Aristotle Onassis, one of the wealthiest men of his time didn’t go to networking events. 

He bought a yacht and made everyone come to him. Business deals. Social connections. Relationships that changed the course of his life… 

All happened on his terms. He didn’t chase. He attracted. 

That made me stop and ask myself: Where is my version of the yacht?

For me, it’s been: 

✅ My content: People DMing me from something I posted 6 months ago 

✅ Hosting dinners: No agenda, just high-quality people in a room 

✅ Being helpful: Making intros, sharing plays, adding value before asking for anything 

The goal isn’t “go viral”. Let your reputation do the talking when you’re not in the room.

There’s One Thing I Want You To Do This Week…

Click here to find out and subscribe to my weekly newsletter: https://lnkd.in/eEpv-pGD

I’m thankful to Dr. Raphael Sofoluke, UK Black Business Week | UK Black Business Show, Jamelia Donaldson, Treasure Tress for this amazing gift! 

It means a lot to be acknowledged, especially as a Black man in business and it’s an honour to be recognised alongside so many great men who continue to inspire me. 

Moments like this remind me why we keep going… even on the days when the work feels heavy.

Appreciate you all. ❤️

Purpose is not always about an “aha” moment.

A few weeks ago, I had the privilege of speaking at the Invest Nigeria Conference.

Even though I already believed deeply in Africa’s potential, being there reaffirmed just how massive the opportunity really is.

Over the next few years, I’ll be spending a lot more time on the continent, building, backing and investing across the consumer value chain. 

From CPG to manufacturing, retail to technology, Africa is at an inflection point and those who understand its nuances will help shape the next generation of global brands.

I know for many investors and operators, Africa still feels “distant” or “risky.” The truth is: it’s just misunderstood.

So starting from December, I’ll be sharing a series of insights and data points from my work on the ground focused on Africa’s consumer and CPG ecosystem.

My goal is simple: to give you a clearer window into the opportunity that’s already unfolding.

Stay tuned 🌍

Over the last 12 months, luxury and consumer brands have quietly undergone a leadership cleanse. 

Here’s why...

The Great Brand Reset

The Beauty Incubator: A Strategic Re-think?

In 2010, when Kendo Brands, Inc. launched a defining incubator for beauty brands, it tapped into a powerful model: give emerging ideas access to retail, supply chain, and brand-building.

Over the next decade, it powered launches such as Fenty Beauty by Rihanna, KVD Beauty, and Marc Jacobs Beauty.

But today that model looks increasingly challenged. 

The recent move by LVMH to explore a sale of its 50% stake in Fenty and other signs of withdrawal from Kendo’s earlier ambitions suggest a deeper shift: the beauty-incubator isn’t dead, but it’s evolving.

Here are three strategic takeaways for businesses watching this sector:

1. Incubators entered the beauty ecosystem promising fast routes from idea to shelf. As one commentary put it: “You have the strength of [a major company] to support, fund and help direct these brands” and thereby combine entrepreneurial agility with corporate muscle. Global Cosmetic Industry

Yet, the case of Kendo Brands, Inc. shows how difficult the second half of the curve is. 

Launching Fenty was a triumph. But what followed was much less smooth: other incubated brands struggled, and the shelf-space, budget and internal resource conflicts began to emerge. According to industry commentary: “the road to exit was getting longer… the typical cash-out cycle… stretched from 3-5 years to 5-8 years today.”

2. Incubators once thrived because they provided access to formulation capability, manufacturing, retail distribution, and marketing support. But the industry is maturing, costs are rising, competition is fierce, and consumer attention spans are shorter. Incubators need to continuously justify their value-add, not just at launch, but throughout growth phases.

3. The broader beauty-industry backdrop is shifting. Consumer expectations (e.g., inclusivity, sustainability, social purpose), retail dynamics, and technology have all moved the goalposts. Incubators designed for a specific growth rhythm now need to adapt.

When the incubator model works, it can generate category-defining brands. 

But when the model lags, the risk is that an incubator becomes a drain.

If you’re in beauty (whether as a founder, investor, or corporate leader), this is a moment to ask:
Are we using incubation as a buzzword, or as a strategic system with clear KPIs, resource commitments, and an evolution roadmap?

Do we have what it takes not just to launch the brand, but scale and sustain it in an era of commoditisation and fast-moving trends?

How will we measure success? Is it “brand sold”, “exit achieved”, or “brand enduring and growing in year five and beyond”?

Aeli Health

Founder & CEO

LVS Hub

Founder & Managing Director

Mars

Social Commerce Strategy | Influencer Marketing Strategy |  Community Strategy | Influencer Marketing Tools | Social and Retail Analysis

Consultant

FARFETCH

I joined the Onsite Marketing as a Livestream Shopping Specialist to support and execute the launch of livestream shopping on web and in app. The role involved working collaboratively with several teams across the business, including Merchandising, Fashion, Beauty, Commercial, Content, Product, Engineering, Editorial, Marketing and more.

Process & Management:
➜ Built the livestream operations process by outlining the core responsibility of each stakeholder within the project and then recording the process on the FARFETCH intranet in the form of a playbook. 
➜ The playbook included the operational process, amplification methods, and how to set, host and moderate a livestream shopping show using integrated software.
➜ Worked closely with the Product and Engineering team to oversee the implementation of the software and kept a record of issues and bugs to be resolved, as well as facilitating meetings with the providers.
➜Managed relationships with the Private Client, CRM and App Optimisation team to ensure their contributions to the livestream project were met.

Hosting & Moderation
➜ Hosted and moderated 40 livestream shows in 28 English-speaking markets on web and app  
➜ Created a weekly script to prompt and drive engagement in each show
➜ Managed the product availability on and in the lead-up to each show
➜ Became an expert and trained global teams in the livestream operational process

Analytics & Reporting
➜ Built the livestream reporting framework to capture insights such as engagement, sales, product activity, amplification and more... 
➜ Created and reported on the performance of each livestream show and presented quarterly performance in townhall meetings.
➜ Captured learnings for each show and identified the ‘success formula’ for hosting livestreams that drove product sales and customer engagement.

Watch the live shopping events every Wednesday at 7pm via www.farfetch.com/streams

Live Shopping Specialist

TikTok

I joined as the fourth hire in the e-commerce creator department to roll out the e-commerce creator monetisation features (TikTok Shop). The role involved working with senior stakeholders and peers in the team at ByteDance based in Beijing and Shanghai, China.

➜ Built the Top/Generalist Creator vertical by identifying and onboarding creators with 1M+ followers and the commercial acumen to drive sales through livestream shopping events, shoppable short videos and in-app product marketing. 
➜ Match made 25 creators to products in a three-month period, hosted 75+ livestream shopping events and generated $360k gross merchandise revenue in Q4 2021, with 50% of revenue generated from Black Friday and Christmas campaigns. Internally promoted shortly after to manage and support the growth of three peers and two new hires.
➜ Managing hybrid relationships between creators, talent agencies and internal stakeholders including suppliers/customers.
➜ Built the creator categorisation model, developed agile processes, documentation and reports to manage workflow, as well as curated products, scripts, briefs and co-hosts for all shopping events and short videos.
➜ Supporting the growth of black-owned merchants in-app by introducing DTC business owners in my network.

Creator Live Shopping Manager

Sassy Single Mums

Sassy Single Mums is a new podcast set out to discuss a range of parenting topics to support single-parent households. Each episode will dive into the unique stories of women who are challenging the status quo when it comes to parenting with S-A-S-S!

Founder & Podcast Host

Founders Factory

Started in the Talent team, where I was responsible for launching from scratch, growing and managing a community of entrepreneurs; and then the Growth Marketing team.

➜ Led the strategy, execution and management of a 600+ talent community of entrepreneurs interested in building, scaling or joining a startup in the Founders Factory portfolio. This resulted in the investment of over 20 entrepreneurs across three departments in the first 18-months of launch, with 10 entrepreneurs raising a £250k pre-seed investment to build a startup in the venture studio. 
➜ Hosting onboarding events, hackathons, open evenings and measuring engagement across the community (i.e the number of people applying for jobs, submitting ideas, attending events, reading newsletter etc.) This resulted in a 30% engagement rate across the community based on individual engagement points.
➜ Worked closely with the Studio Director, Head of Venture Design and the Head of Product to productise the community and build an online portal for the members of the community. Whilst building the portal, I collaborated with engineers on design sprints, customer journeys and conducted user testing. This role also involved creating and uploading content (i.e welcome packs, user guidelines, investment themes, webinars, events) to the online portal.
➜ Creating and scheduling content, including text posts, video and images for use on social media and collaborating with colleagues from across brand and growth marketing departments to coordinate community newsletter and events; ensuring consistency across the brand. Increased total followers and engagement by 3-6% MoM on average.
➜ Chairing the mental health committee: Collaborated with a psychotherapist to train and launch a committee of mental health first-aiders. Supporting the diversity committee: Identified an organisation to conduct Unconscious Bias training for the entire company.

Talent Community Manager

Talent Community Coordinator

Groupon

Groupon is a global e-commerce marketplace connecting subscribers with local merchants by offering activities, travel, goods and services. I  started working in the graduate sales team, and then promoted to a senior sales consultant within a year and a half of being in the company. I  achieved career progression level 3/5. I used search tools such as TripAdvisor, Google, Treatwell, Yell, and OpenTable to identify new business  opportunities to reach weekly and monthly KPIs and targets. Communicating regularly with merchants to ensure their campaigns are generating the highest level of sales.  

➜ Brought in £765k Gross Billings and £289k Gross Profits from March 2016 to July 2017
➜ 228% Target Achievement from September 2016 to February 2017  
➜ Operational Team Leader to a small team of eight people whilst in the Graduate Sales Team
➜ Best Graduate Q3 – 2016.  President’s Club Q4 (Sept to Dec 2016) 
➜ Managing a portfolio of 50+ live accounts and campaigns within the M25

Business Development Manager

Zipcar

I initially worked in the call centre of this busy car-sharing network, advising customers on how to use the service and dealing with any issues arising from reservations. I was then transferred to the Sales department, where I was responsible for completing license and insurance eligibility for new and B2B customers.

Responsibilities: 
➜ Meeting 54 inbound and outbound call targets daily. 
➜ Signing up and selling Zipcar’s products to new and B2B customers.
➜ Meeting an individual target of 21 approvals per day as well as weekly team targets.
➜ Dealing with customer inquiries and complaints via email or telephone.

Benefit Cosmetics

I was a beauty consultant for this fashionable and ethical luxury cosmetics brand, first at a concession at Selfridges in London’s West End, and then one at Westfield Stratford. It is a fast paced, customer oriented environment requiring superb interpersonal skills, perfect knowledge of the range of products, including how to apply them, and strong sales skills. 

My time at Westfield Stratford included the period of the Olympics, where my clients included Olympic competitors and other sports personalies, TV presenters and celebrities.

Main duties performed: 
➜ Providing elevated skincare diagnosis and make up application for clients
➜ Providing professional beauty care consultation
➜ Attending seminars, workshops and classes to improve product knowledge
➜ Achieving individual sales and targets with weekly reviews of productivity 
➜ Cash handling and general administration
➜ Creating and delivering in-store events, including for Olympic athletes and their support teams.
➜ Providing general help and assistance to customers and passers-by 
➜ Working as a team with the store colleagues and floor managers.

Beauty Sales Consultant

Founder at LVS Hub | Helping brands and retailers create omnichannel live shopping experiences

Winnie Akadjo has a decade of professional experience in sales and digital marketing within technology startups across venture capital, social media, and e-commerce environments, having worked at Benefit Cosmetics, Zipcar, Groupon, Founders Factory and TikTok.

Over the last two years, Winnie founded LVS Hub, a marketing agency specialising in helping brands and retailers expand their audiences and drive sales through innovative live and video shopping technology, including TikTok Shop. Her entrepreneurial success includes winning grant funding from Foundervine and hosting workshops with the British Library. Winnie has also participated in panels with organisations such as AppsFlyer, Rarely Heard Voices and Carta.

As a care-leaver, Winnie's journey has deeply informed her understanding of resilience and the importance of mental well-being. Currently, she is building Aeli, a platform to help trauma-informed practitioners provide a better continuity of care to their clients by bridging the 168-hour gap between therapy sessions. 

Alongside her entrepreneurial pursuits, Winnie enjoys running, cooking, and exploring her Christian faith. She is also the proud mother of an eighteen-year-old son.

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Winnie Akadjo

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The Battle

David Olusegun

Winnie Akadjo

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Posts

Engagements

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}David Olusegun's LinkedIn Performance

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