Called to the bar in 2011, Zion holds an LLB from the University of Ibadan in Nigeria and a BL from the Nigerian Law School. Having spent most of its early legal career in Nigeria working on cross-border energy transactions, he moved to South Africa in 2017 to take on the position of Senior Associate Attorney at Centurion, before being promoted to Managing Director this year. “By my third year at the University of Ibadan, I knew what I wanted to do was specializing in Energy Law. In fact, I had an unconventional journey because I completed by NYSC programme at the Nigerian Petroleum Development Company (NPDC) before proceeding to Law School,” he recalls. His early career in Nigeria would then take him to the Tax division of KPMG and eventually to top law firms in Nigeria such as Terra Cotta Legal, Olaniwun Ajayi LP and Templars, before moving in-house at the Transnational Energy/Bresson Power Group. Such experience has offered Zion a decade of expertise in energy, finance and taxation law, which has been the pillar of his success at the Centurion Law Group.
Swimming Against the Current: Beware of the Underdog
As a young Nigerian lawyer working for a pan-African energy law firm, Zion has been in the position of the underdog more than once in his career. “When you are a relatively young energy lawyer in Africa and practice law on a meaningful level, you get used to walking into a room and having people questioning your credibility,” he explains. “This is especially true of the oil & gas industry where a lot of deals are still made outside the continent in big places like Paris, London or New York by lawyers who are twenty to thirty years older than you and very often educated in big international universities. I have quickly learned to trust my African education and experience gained from doing deals on the ground. Trusting your abilities is key if you want to make it in this industry.”
From his experience gained doing deals in Nigeria but also Zambia, Uganda or South Sudan, Zion believes that a practical mindset and local understanding is how African lawyers can make the difference in a very competitive industry. “Do not let your age or gender bring you down. At the end of the day, clients will be judging you on the quality of the work you do. Do not be afraid of being the underdog,” he says.
You need to make sure your team stays ahead the curve and that your practice is constantly innovating to deliver on clients’ expectations
Leading in Unchartered Territory: the Challenges of a Changing Legal Profession
As the legal profession worldwide enters unchartered territory, it is in need of leaders who understand both the evolving needs of clients, but are also willing to adopt new technologies and innovate to make their practice more efficient.
With the launch of its new on-demand legal services platform, CenturionPlus, the Centurion Law Group is bringing to Africa a new legal approach to solving clients’ requirements on a need-basis. “CenturionPlus is an answer to clients’ demand for more flexibility in the delivery and billing of their legal requirements, but also responds to the increasing complexity of corporate and commercial transactions made in Africa,” explained Zion. “Managing an African law firm in 2020 presents a lot of challenges, especially because our continent is growing so rapidly. You need to make sure your team stays ahead the curve and that your practice is constantly innovating to deliver on clients’ expectations. As a team leader, this requires you to build consensus and align your team around one vision and determination,” he added. Despite a challenging environment these past years, Centurion has remained ranked Band 1 law firm in its key jurisdictions such as Equatorial Guinea while its senior lawyers are constantly recognized for their contribution to the industry. At the end of 2019 for instance, Zion was recognized as an ESQ 40 under 40 Lawyer at the Nigerian Rising Stars Award.
Adapting to Change: Managing Multi-Cultural Relations with Clients and in the Workplace
Often described as one entity, Africa is one of the most culturally-diverse continent on the planet. Its 54 countries speak hundreds of languages, have their own particular legal regimes, and are at different stages of economic growth. Growing a pan-African practice requires a deep understanding of social and cultural nuances across Africa, which many executives often under-estimate. “The oil sector is one of the most internationalized industries so by nature you will be dealing with clients from all over the world willing to invest and do business in African jurisdictions that can be very different from one another,” declared Zion. “Do not make the mistake of thinking that because you have done a deal in Ethiopia, you can do the same deal easily in Ghana. Similarly, having as a client a major American oil company is not the same as working on a transaction for a major Chinese oil company. I have seen many law firms and lawyers making these costly mistakes,” he added.
To address this issue, Centurion has kept regionalizing over the years and currently has offices in Equatorial Guinea, Cameroon, Ghana, South Africa, Mauritius and Germany. It has also diversified its lawyers and attorneys, who currently come from over 10 countries and notably speak English, French, Spanish and Portuguese. “If you want to be successful at managing your law firm, you need a multi-cultural mindset and an understanding that people from different countries and background do business differently and communicate differently,” declared Zion. “I always found that my legal background has been useful in this regard. As lawyers we are used to finding the right balance between technical, financial, commercial and legal aspects of a transaction. Managing your team takes the same approach of arranging different pieces together to attain a common goal.”
With this leadership style, Zion has earned himself a strong reputation among its peers and the firm’s leading clients from across the continent. When asked about what his biggest challenge was on accepting the responsibility of managing the firm earlier this year, he said: “The biggest challenge when you manage a law firm is having two jobs at the same time. As a Managing Director, I have to oversee several support departments such as business development and marketing, along with supporting other lawyers at the firm and coordinating our strategy. But I am also a lawyer with my own practice having to retain our biggest clients.”