pointing it out. He's indeed Nigerian btw. It's the first question he answers in an interview with Ebro of Hot97 that I found when trying to find his origins.

He's over OkayAfrica, so I don't guess it's odd to have a second generation immigrant in that position. At least one of the women appears to be ADOS, but idk if she's a rarity or not. I was wondering if any ADOS men were employed there as well after one of the women says even her immediate supervisor was a white guy. I didn't even know OkayAfrica was founded by a white woman. It just gets more and more interesting.

>Like, first of all, the toxicity described is itself so
>multi-dimensional. I mean there's the gender dimension obv,
>but so many other facets like ethnicity, race... even
>geography. For example I notice that even among what appears
>to have been a disproportionately immigrant, first-, and
>possibly second-generation African staff... that most of the
>women raising the allegations are West African (specifically,
>Nigerian) and multiple are of Yoruba descent (relevant bc,
>judging by his name, the CEO is as well) which at least one
>woman alluded to likely influencing relations further. Then,
>an ADOS-centered argument could probably be made (correctly,
>imho) that a disproportionately immigrant, first-, or
>second-generation African staff may have blindspots (or, tbf,
>bias) when it comes to the distinct roots (no pun intended),
>history, relevance, and (unequivocally Black American)
>cultural nuances of the Okayplayer brand specifically. And now
>there's multiple conversations brewing on twitter about the
>white female founding/ownership of Okayafrica, including how
>that may have shaped the political economy between them, the
>(black male) leadership/"face" of the brand, and the
>completely disempowered (predominantly black female) staff
>(I'm slightly less conflicted on this last issue given what we
>know about how capital is distributed in the US... the money
>to fund black spaces still has to come from somewhere, and I
>don't think black women can wait for racial wealth gap
>closure/diversification of the ownership class before being
>treated better/more fairly in the workplace).
>
>I mean, where does one even begin?? Any one of these factors
>alone could have shaped okayplayer's business performance and
>outcomes, talk more of their intersection.
>
>Other thing is - it's striking how reproducible, recognizable,
>and consistent the features of toxic work environments are.
>Regardless of industry. Like, I was mildly triggered reading
>some of these accounts lol. I'm not sure if it all should be
>attributed to scrappy startup culture either... Okayplayer is
>a decades-old brand and Okayafrica founded in 2011, no??
>There's just certain policies and practices that should be
>well-established in orgs that age, imho. And if the financial
>struggles these women allude to are real, then there's likely
>been leadership issues even before this CEO (if not in style,
>perhaps structure).
>
>I feel for these women bc I've worked in similarly toxic
>environments and know how it can affect ones wellbeing, and I
>hope the CEO follows up his departure with some serious
>learning, introspection, training, and transformation. Painful
>issues aside, it also just reads like he was a CEO
>overwhelmed, and perhaps out of his depth, and it probably
>affected the growth/evolution of the other okayniches which is
>unfortunate. I read Okayplayer has procured some external biz
>advisory services about next steps and, if true, that's
>comforting to hear. Maybe they should consider pulling an
>Alphabet and create an "OKP" or "Okaymedia" parent/umbrella
>brand identity, along with a corresponding leadership suite
>(of people with proven expertise running successful media
>enterprises) who focus exclusively on the unsexy stuff (eg
>operations, finance, HR, IT). Then run Okayplayer, Okayafrica,
>and other divisions with a middle management structure
>responsible for their own content, marketing,
>comms/engagement, business dev, etc. That way, if other
>okayunicorns (like Okayafrica) were to take off, of course it
>makes sense for them to have bigger budgets, exposure, etc but
>it should be able to occur without affecting other divisions
>or the parent/umbrella brand identity as a whole (as I feel
>Okayafrica in some ways sidelined Okayplayer under this CEOs
>leadership). After all, it's not like Google Maps growth
>compromised Gmail, right? And neither did the failure of
>Google+.
>
>I'm sure the brand will sort itself out and pull through
>better than ever tho.
>