People often ask me a simple question: how does someone who studied English Literature end up building digital platforms, leading a tech agency, and working with innovation and business systems? The short answer is curiosity. The long answer is a journey shaped by stories, people, and a belief that technology should serve humans, not confuse them.
I began my academic life with a deep love for literature. During my BA and MA in English, I spent years reading novels, poems, essays, and plays. At first glance, this may seem far from business or technology. But literature trained my mind in ways that no technical manual ever could. It taught me how to read between the lines, how to understand human motivation, and how ideas shape societies. When you read Shakespeare, Orwell, or Tagore, you are not just reading stories. You are learning how power works, how decisions affect people, and how communication can inspire or destroy.
This foundation became unexpectedly powerful when I stepped into leadership roles. Whether working with youth organizations, community initiatives, or professional teams, I realized that leadership is not about authority. It is about clarity, empathy, and direction. Literature gave me those tools early. As the famous writer Chinua Achebe once said, “Stories can conquer fear, you know. They can make the heart larger.” That idea stayed with me. Leadership, like storytelling, requires making people feel seen and understood.
My transition into the digital world was not sudden. It was gradual and intentional. I noticed how small businesses and community organizations struggled with basic digital systems. Many had passion, talent, and vision, but lacked structure, digital visibility, or simple tools to manage information and decisions. Technology existed, but it was often poorly used or misunderstood. This gap between potential and practice pulled me in.
Founding my digital agency was not just a business decision. It was a response to a problem I kept seeing around me. Too many people thought digital work was only about websites or code. I saw it differently. For me, digital solutions were about enabling better decisions, improving efficiency, and creating sustainable growth. A website was not just a design. It was a communication tool. A system was not just software. It was a way to reduce confusion and increase trust.
What surprised me most was how naturally my literature background supported this work. Writing content, designing user journeys, understanding client psychology, and leading teams all relied on strong communication. In many ways, building digital experiences felt like writing stories. Every brand has a narrative. Every user has expectations. Every system tells a story about how an organization thinks and behaves.
As I worked more closely with businesses and community projects, I became increasingly interested in the management side of technology. I was less fascinated by complex coding and more drawn to questions like: How do digital tools change decision making? How can information systems help leaders work smarter? Why do some organizations adopt technology successfully while others fail with the same tools? These questions pushed me toward concepts like digital business, management information systems, and organizational performance.
I strongly believe that digital transformation is not a technical problem. It is a human and managerial one. Many organizations buy software but do not change mindset. They adopt tools but ignore training. They focus on speed but forget sustainability. In developing country contexts especially, technology must be practical, affordable, and aligned with real needs. Innovation without context often creates more problems than solutions.
My journey so far has been shaped by one guiding idea: purpose matters. Technology without purpose is noise. Business without social awareness is fragile. Leadership without empathy is empty. I want to work at the intersection of these ideas, where digital systems support people, where management decisions are informed by data and ethics, and where growth does not come at the cost of community.
Looking back, literature did not take me away from technology. It prepared me for it. It taught me to ask better questions, to listen carefully, and to think long term. In a world obsessed with speed and shortcuts, I choose depth. In an era of automation, I choose meaning. And in the evolving landscape of digital business, I aim to lead with clarity, responsibility, and purpose.
This journey is still unfolding. But if there is one thing I am certain about, it is this: the future belongs to those who can connect ideas, people, and systems. I am committed to being one of them.