I started Senses after watching the same pattern play out again and again. A founder builds something people genuinely want, momentum picks up, hiring accelerates, and somewhere in that rush the People side of the business becomes an afterthought. Not because founders don't care. Because there's no time, and no one on the team has done it before.

Over the last six years, I've built and led People functions inside a fast-growing, pan-African fintech, rising from an early startup hire to Global Head of People. I've been in the room for all of it. The good, the bad, and the ugly. I've built People functions in real time, under real pressure, often without a playbook to follow, because at that stage, there wasn't one.

What I kept seeing was this: the companies that scaled well weren't the ones with the most funding or the fastest growth. They were the ones that treated people and culture as seriously as they treated product and revenue, early, before it became a crisis. That's the belief Senses is built on, and it's why I work directly with founders rather than handing them a generic framework and walking away.