18 Years later: Why I Stayed When I Planned to Leave

On 1st February 2025, I will be 18 years at Shell—a milestone I did not plan to hit.

When I joined, my plan was clear: spend five years gaining oil and gas experience, enjoy this "oil money," and move on. I already had exciting stints at British Airways and Virgin Atlantic and often thought, “How can anyone stay in the same organization for up to 10 years?”

Yet here I am, working from Shell’s brand-new, state-of-the-art office in Eko Atlantic City, with its beautiful sea views and ocean liners gliding past every 30 minutes. Inside, the building is an architectural marvel—designed for creativity, collaboration, and innovation (Kudos to the world class Real Estate team!)

As my 18th anniversary approaches, I keep asking myself: Why did I stay so long when I planned to leave?

Employee loyalty is increasingly rare. A 2024 Gallup report reveals that over half of employees are actively looking to leave their jobs every day. So why did my five-year plan stretch into 18 years?

Here are three bold lessons for leaders about retaining talent:

1. Great Environments Drive Great Outcomes

Workspaces matter. I recently read a research from the Journal of Facilities Management which says that employees who enjoy their work environment outperform others by nearly 20%.

Shell’s new Lagos office isn’t just beautiful—it’s intentional. Thoughtfully designed collaboration areas, ergonomic desks, quiet rooms, phone booths and smart technology create a sense of focus and purpose.

But here’s the bold truth: A great office won’t save a bad culture. A toxic team in a perfect office will still fail, while an engaged team can thrive even in suboptimal conditions.

Small, intentional changes—like flexible seating or quiet zones—can transform how teams feel about their work environment, even on a limited budget.

Ask yourself: Is our culture worthy of the workspace we’ve created?

2. Build Careers, Not Just Roles

When I joined Shell Energy , I wasn’t looking for a career. It was supposed to be “hit and go.” I remember asking my interviewer why I had to take a behavioral assessment after passing the very rigorous technical interviews. He said, “Young man, we don’t just offer jobs; we offer careers. We need to check your headroom & know if you can become a leader someday. Though you are technically sound, if you don’t pass this assessment, you won’t get the role.” Wow!

If your company treats roles as stepping stones, employees will do the same

That mindset shaped my journey. Over the years, I’ve had opportunities, at different times, to manage a USD100M budget, lead over 1,000 people, work in an LNG company, Conventinal Oil & Gas, Deepwater, work internationally in a GtL Plant, and drive transformative projects across the oil & gas value chain. Each assignment felt like an investment in me.

Here’s the bold insight: If your organization treats roles like stepping stones, so will your employees. People stay when they feel they are growing—not just working.

ClearCompany reports that if a company invests in employees’ careers, 94% said they would stay at the company longer. Employees leave when they feel stuck—not when they feel challenged.

Ask yourself: Am I building stepping stones or futures?

3. Purpose Fuels Loyalty

Today’s workforce seeks more than good salaries—they seek meaning. The largest grant maker in the United States, Fidelity Charitable Study concludes that 86% of Employees Want Employer's Values to Align with Their Own.

Good salaries get people through the door, however, purpose keeps them in the room

A few months ago, I was preparing for a speech on Energy Transition, in Abuja, at the annual Nigerian Economic Summit Group (NESG) . Reflecting on Shell Nigeria's over USD200m investment in off-grid solar solutions for underserved communities in Nigeria made me realize how deeply this mission resonates with me. This investment was not even promoted or well known with the panelist that stepped unto the stage after my speech. As someone who spent a significant part of his childhood in hospital beds due asthma attacks, the impact of clean energy on air quality feels deeply personal.

Here’s the bold reality: Good salaries get people through the door, but purpose keeps them in the room. Purpose doesn’t have to mean saving the planet. It could mean fostering innovation, supporting communities, or creating flexibility for work-life balance/remote work option for your staff.

Ask yourself: Does my team understand why their work matters—and is it bigger than just salaries?

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Reflections on Staying Power

Loyalty isn’t bought—it’s earned. My journey has been shaped by very challenging opportunities, a supportive environment, and a sense of alignment with what matters to me. That’s why my five-year plan turned into 18 years ...and I am still here.

Retention isn’t about keeping people because they need a paycheck—it’s about creating workplaces so compelling they choose to stay.

What’s kept you at your organization—or made you leave a previous one? I am here to learn too.