Traditionally, Nigerian banks have maintained large vehicle fleets as both a status symbol and an operational necessity. The idea of divesting these assets and embracing flexible, software-as-a-service (SaaS) transportation solutions represents a major cultural and operational shift within the industry. Leading this transformation is Cynthia Alabi, Uber for Business (U4B) representative in Nigeria. Having transitioned into tech sales after a successful aviation career, Cynthia’s adaptability, passion for innovation, and focus on efficiency have uniquely positioned her to champion SaaS-driven mobility solutions. In this interview, she shares her journey, the challenges of driving change in a conservative sector, and the opportunities SaaS transportation presents for Nigerian banks.
Let’s begin by getting to know you. Can you share your background and how you transitioned from aviation into tech sales?
Absolutely. I started my career as a call center agent with Arik Air and later became a corporate sales lead, gaining extensive experience managing customer relationships and driving revenue growth. The aviation industry taught me to adapt quickly, communicate effectively, and build meaningful customer connections. When Uber launched the U4B product in Nigeria, I saw an exciting opportunity to leverage these skills in a dynamic, tech-driven environment. It was initially challenging, but my passion for innovation and efficiency made the transition rewarding.
How did you approach banks to consider adopting Uber’s corporate ride-hailing solutions?
Even before the pandemic, my mandate at Uber was clear–to drive the adoption of Uber for Business. I created a targeted go-to-market strategy, carefully identifying ideal customer profiles. Banks stood out due to their extensive vehicle fleets and significant operational expenses. I actively engaged with several banks, pitching the financial and operational advantages of shifting from traditional fleet management to ride-hailing services.
Did the onset of the COVID-19 pandemic accelerate or change your initial strategy?
Absolutely. When the pandemic struck, banks realised a significant reduction in their need for vehicle fleets due to remote working arrangements. Costs related to maintenance, insurance, driver salaries, and fuel suddenly became unnecessary burdens. This unexpected shift made my existing conversations with banks more urgent and compelling. I capitalised on this momentum, emphasising the flexibility and significant savings they could achieve by outsourcing transportation needs to Uber.
What specific financial metrics resonated most strongly with bank executives when you pitched the switch?
Bank executives responded strongly to clear, quantifiable cost savings. My presentations emphasised upfront vehicle costs averaging ₦25 million per car, plus ongoing operational expenses–like driver salaries, fuel, maintenance, insurance, and depreciation–that amounted to over ₦36 million per car over three years. In contrast, using Uber’s ride-hailing services could reduce annual transportation costs by approximately 30%, enabling banks to redirect significant financial resources elsewhere.
Given the traditionally conservative nature of banks, what were your primary challenges, and how did you address them?
Initially, banks were reluctant to move away from established practices. The biggest challenge was convincing decision-makers that change could be beneficial rather than disruptive. I overcame this hesitation by arranging practical demonstrations, including booking an Uber ride during meetings to show how quickly and efficiently the process works. I also highlighted success stories from agile startups already using ride-hailing services and drew parallels with the telecommunications industry, where companies transitioned from owning cell towers to outsourcing them. For instance, the sale of towers to specialised firms in the telecommunication sector allowing telecom giants to focus on core services while reducing operational complexities. This analogy resonated strongly with bank executives.
How important was trust and relationship-building in your interactions with the banks?
Trust and relationship-building were critical. Banks needed confidence in the reliability, safety, and alignment of Uber’s services with their corporate standards. Consistent transparency, personal rapport, and clearly demonstrated value were key factors in building trust and securing lasting partnerships.
How did external economic factors contribute to your discussions, and were there specific statistics that strengthened your case?
External economic pressures such as rising fuel costs, maintenance expenses, and general inflation significantly strengthened my case. These factors made fleet ownership increasingly unsustainable. I presented precise data showing that maintaining a single company-owned vehicle costs around ₦3.3 million annually, whereas using Uber’s service averaged about ₦2.34 million per vehicle annually. This stark comparison resonated strongly with bank executives.
Were there any unexpected learnings or surprises during your engagements with these banks?
One surprising insight was how quickly bank executives embraced innovation once initial trust was established. They became proactive in suggesting additional ways Uber’s services could integrate into their broader operational strategies, reflecting genuine enthusiasm for the solution once initial resistance was overcome.
Beyond cost savings, what other benefits did banks experience when adopting Uber’s corporate services?
Beyond immediate financial savings, banks experienced greater operational flexibility and improved resource management. By outsourcing transportation, banks could reallocate staff from fleet management to strategic business initiatives, significantly enhancing productivity and overall operational effectiveness.
What long-term benefits do you foresee for Nigerian banks adopting SaaS transportation solutions?
Banks adopting SaaS transportation solutions position themselves for long-term agility and resilience. Cost savings can be reinvested into areas such as customer experience, digital transformation, and innovation, keeping banks competitive and customer-centred.
How can the insights from your experience at Uber be applied to other Nigerian sectors facing similar asset management challenges?
The principles of operational efficiency and cost optimisation are universal. Sectors such as manufacturing, healthcare, and even public institutions can benefit significantly from similar shifts to asset-light operational models, adopting scalable outsourced services to enhance financial resilience and operational agility.
How do you see technology adoption in Nigeria evolving over the next five years?
Technology adoption in Nigeria will likely accelerate significantly as companies increasingly recognise the value of operational efficiency and scalability. I foresee rapid growth in sectors like fintech, logistics, and digital solutions, which are driven by necessity and increased market competition.
Finally, as someone who recently transitioned into tech sales, what advice would you give others considering a similar move?
Tech sales requires adaptability, curiosity, and continuous learning. I advise leveraging your existing skills, staying open-minded, and thoroughly understanding the solutions you’re promoting. Building strong relationships and clearly communicating your product’s value will set you apart.