Misfit.
Systems thinker whose eternal struggle within person-environment irregularities fuels the uneasy questions about our world’s interconnected problems.
Not what you have been socialized to connotatively recognize.
For years, I have done my best work by grappling with the grating feeling of existent, sometimes normalized and legitimized constraints. This started with a core desire to focus on solution-based journalism on the University of Ibadan campus, exploring stories that matter to the people’s overall wellbeing as students, and subsequently tasking team members to take on such stories as I assumed the role of the Editor-in-Chief.
When I ventured into marketing for early-stage startups, I grappled with the conventional model of prioritizing outreach volume for quick wins and traction, and focused on a brand-first approach, based on the singular theory that a startup that can build and differentiate its brand, and attract early product adopters, will have those adopters become eventual brand evangelists, thereby spreading its existence to their networks and leading to long-term, sustained traction.
In my work with nonprofit organizations, I grappled with the conundrum, wherein organizations were constrained by scarce resources and public expectations of nonprofit operations, yet needed to “market” themselves to be known by more people and attract more supporters, all within the conventional cry against nonprofit marketing or outright promotion. Developing a brand-first, low-cost, and agile framework, I have helped small and lesser known nonprofits become known names within their sectors.
Across all these endeavors, the strongest catalyst for change has been my misfit with the status quo, the accepted norm, or the constraint that must not be named, but is known, and to which other things are being adapted to run as best as they can.
What I am grappling with.
My core interest is in the nonprofit sector, and one of my utmost desires is to solve the visibility problem faced by the sector, at scale — take the theory beyond a handful of organizations for which it has been implemented, and design an adaptable, scalable framework for the nonprofit sector.
Within this nonprofit sector are nonpartisan organizations at the forefront of AI safety and governance, healthcare organizations, and other civil societies and organizations investing their time and efforts into making the world a livable place. To solve the visibility problem for the sector would mean to solve the information diffusion problem faced by these AI safety and governance organizations too.
The risks of an AGI world could be very real. Yet, the asymmetry between what is communicated to the general public and what is known or understood by a few people is great. It may keep widening as advancements increase in the AI world. There is the need to address this AI asymmetry, and within concerns lie my interests.