Jennifer Dammo

About Jennifer

I lead The HR Hub Nigeria, an HR consulting practice I founded to help organizations build the people systems they depend on but rarely get right: hiring, performance management, staff development, and retention. My background is not in running a classroom, it is in the part of leadership that determines whether a school holds together: leading people.

Over 8 years I have built and led my own team, advised founders and executives across EdTech, travel-tech, and SME sectors, and served as a mentor at Founder Institute. My EdTech retainer work puts me directly inside education organizations, where I see the same recurring failure point that holds school leaders back. They are promoted for instructional or visionary strength, then expected to hire well, manage underperformance, and retain good staff with no real training in any of it.

That is exactly where I add value. I design practical, ready-to-use systems such as performance frameworks, hiring structures, onboarding and L&D programs, and team operating rhythms that a leader can actually run. I have built these for live clients, not as theory, and I coach leaders through using them.

For school leaders, my relevance is direct. The hardest, least-supported part of their role is people leadership, and that is my entire field. I can help a school leader move from reacting to staff problems to building systems that prevent them, while developing their own capacity to lead a team with clarity and confidence.

Areas of Expertise

Jennifer brings deep expertise across the following areas.

Why Jennifer mentors

I mentor because I keep seeing the same gap, and it is fixable. Capable leaders get promoted for their vision or their craft, then quietly struggle with the people side of the job. Hiring the right staff, holding underperformers accountable, retaining good people, building a team that runs without them. School leaders face this acutely. They carry real instructional and community pressure, but the management training that would make their lives easier was never part of the path.

That is the gap I want to close. My work is building practical people systems and coaching leaders to use them, and I have spent 8 years doing exactly that across EdTech and other sectors. I want to bring that to school leaders directly. Not abstract advice, but usable frameworks and honest, structured guidance from someone who has built these systems for live organizations.

The impact I hope to make is leaders who stop firefighting staff problems and start preventing them, who lead their teams with more clarity and less burnout, and who pass better systems down to the next layer of leadership. In a school, that compounds. Stronger leadership reaches teachers, and through them, students.

Impact