What do office gym sessions, “sacred chairs,” and spontaneous Chairman drop-ins have in common? They’re just another day in the life of HH Culture, as seen through the eyes of Olamide Malik, the dynamic Group Head of Human Resources at Transcorp Group.
From French classes with questionable accents to marathon moments (both literal and metaphorical), Olamide takes us on a ride through the evolution of culture across the Heirs Holdings ecosystem. In this engaging conversation with HH People editorial, she reflects on the shifting vibes, unshakable values, and the unsung rituals that shape how we show up at work, and why being a “culture carrier” is more than just corporate jargon.
Spoiler alert: if you’ve ever sat on a certain white chair at Heirs Place, this one’s for you.
—
AA for HH People: You’ve held quite a number of roles within the HH ecosystem, to now leading HR at Transcorp Group. If you were to reflect on that journey, what’s one major shift you’ve seen in our Group’s culture over the years? Has the vibe or the way we work changed much?
OM: Definitely! It’s been quite a journey. From my early days in the Heirs Holdings ecosystem to now leading HR at Transcorp Group. One big shift I’ve noticed over the years is how much more empowered and people-focused the culture has become.
In the early days, we were very much in build mode, setting up structures, processes, and getting the foundation right. That was necessary. But over time, there’s been a clear evolution toward agility, collaboration, and trust. People are encouraged to own their work, speak up, and lead regardless of title.
The vibe has become more open, more connected, and purpose-driven. There’s more room for innovation, more cross-team engagement, and a real focus on growing talent from within. It feels like we’ve moved from just “getting the job done” to doing it in a way that carries people along, and that’s powerful.
AA for HH People: If you had to sum up HH’s culture, I mean groupwide, in three words back then and three words today, what would they be? I know we have the regular three words – Excellence, Execution and Enterprise – but is it something else for you?
OM: Honestly, it would be the same three words: Execution, Excellence, and Enterprise. It’s part of our DNA. You can’t take that out completely. You know, they’re not just slogans.
Those values have been the core of who we are from the very beginning. They’re not just slogans; they’ve guided how we show up, how we deliver, and how we grow. Whether it was five years ago or today, there’s no substitute for that mindset.
That said, what’s changed is how we express those values. Today, there’s more collaboration, more inclusion, and more space for people to lead in their own way. So, while the foundation remains the same, the culture has become more dynamic, more human, and even more empowering.
AA for HH People: Some things change, some things don’t. What are the core values or traits you think have remained constant across the years?
OM: Some things change, but some things really don’t and for us, it’s the core values. Execution, Excellence, and Enterprise have always been at the heart of how we work, and honestly, they’ve stood the test of time.
No matter where you sit in the group or what sector you’re in, those values are just part of the culture. You feel it in the way we take ownership, aim high, and move with urgency. It’s what connects all of us across the HH ecosystem, and it still resonates just as strongly today as it did years ago.
AA for HH People: You’ve experienced culture at both Heirs Holdings and Transcorp. Are there differences you’ve noticed in how both teams approach things like collaboration, communication, or even fun?
OM: Sure. My early days at Heirs Holdings were genuinely exciting, and I still have some of the best memories from that time. Back then, work didn’t just stop at our desks. We were gym buddies, language students, and everything in between! We’d meet up for fitness challenges at the office gym at least three times a week. Our instructor, Jason, made sure it was fun and energising, even after a long workday.
Then there were the voluntary French classes in the Suzanne room every Tuesday and Thursday at 5 pm. It was equal parts learning and laughter. We made it a habit to tease a different colleague each week for their hilarious, and usually terrible, French pronunciations. It was that mix of ambition and camaraderie that made HH truly special.
And of course, there were the Chairman’s surprise lunch visits. If you were lucky, or unlucky, depending on your perspective, he’d pull up a chair and casually ask, “So, what are you working on?” Let’s just say you learned very quickly to always be prepared to speak to your impact.
Now at Transcorp, the vibe is a bit different, but equally powerful. What we do really well here is celebrate as a team. Whether it’s a birthday, a wedding, a promotion, or smashing a big milestone, we find time to eat together, dance, laugh, play games, and of course, brainstorm. We genuinely enjoy each other’s company, and that spirit reflects in how we collaborate and show up for one another.
We operate as ONE Transcorp Group, and our mantra says it all: One Team, One Goal. The energy is warm, inclusive, and collective. We’re all pulling in the same direction, and we make it a point to have fun while doing it.
AA for HH People: If you cast your mind back to when you first joined the Heirs Holdings Group, do you remember your biggest culture shock moment? Maybe a policy or ritual that surprised you? And on the flip side, what part of HH culture did you immediately click with, like, “Okay, this feels like my kind of place”?
OM: Oh, I remember my biggest culture shock clearly. It was how accessible the Chairman was. I honestly wasn’t expecting that level of openness from someone so successful and busy. One minute you’d be going about your day, and the next, he’d walk into a meeting or join you at lunch and strike up a conversation. And it wasn’t just small talk, he’d ask real questions about your work and expect thoughtful answers. That level of access and accountability was new for me, and it really shaped how I approached my role.
On the flip side, the part of HH culture that I immediately clicked with was how everyone had a voice. It didn’t matter if you were an entry-level hire or a manager. If you had something valuable to contribute, you were heard. I loved that. You could be part of a strategic project, present in meetings, or lead initiatives if you were ready to step up. It created this culture of inclusion and confidence that I hadn’t experienced before.
It felt like a place where merit truly mattered, and that gave me the motivation to give my best, right from the start.
AA for HH People: Okay, so now let’s take it away from work for a little while, away from HH. As someone who has travelled to different parts of the world and understands both corporate and global culture, are there any festivals or traditions from around the world that fascinate or inspire you?
OM: One tradition that truly fascinates and inspires me is the annual pilgrimage to Makkah (Hajj). Having travelled and been exposed to different cultures, that particular gathering always stands out to me, not just for its spiritual depth, but for the sheer diversity of people it brings together.
Millions of individuals from all over the world, speaking different languages, nationalities, and backgrounds, all united in one place, with one purpose. It’s a powerful reminder of our shared humanity and the beauty of unity, regardless of our differences. That kind of global connection, rooted in something so meaningful, really inspires how I think about inclusion, purpose, and community, even in the corporate space.
AA for HH People: Have you ever borrowed anything from another culture, maybe something you picked up while travelling, and infused it into your leadership or how you engage your team?
OM: One thing I picked up during my time at the University of Manchester and still use to this day is the power of a simple recap.
One of my professors would always end lectures by asking students to summarise the key points in a very intentional, clear way. It wasn’t just about repetition; it was about making sure everyone was aligned and understood the message the same way. That stuck with me.
Now, as a leader, I use that approach with my team. After meetings or when giving important directives, I ask for a recap of the key actions or expectations. It’s such a simple habit, but it’s made a huge difference in clarity, accountability, and execution. It also creates space for questions and makes sure no one’s left guessing.
AA for HH People: We’re in the summer season, and lots of our HH People will be taking their annual vacations. Do you have any go-to travel hacks or tips to keep things stress-free?
OM: Oh yes, vacation season is sacred, and I’m all for making it as stress-free as possible. A few travel hacks I swear by are:
- Plan early, but pack light. You really don’t need as much as you think. Stick to versatile outfits and always check the weather before you go, It saves you from overpacking “just in case” items.
- Digital backups are a lifesaver. I always keep copies of my passport, travel insurance, and key documents in my email or cloud storage. Just in case.
- Use your leave properly. This sounds simple, but it’s so important. Try to actually unplug, set your out-of-office, delegate, and resist the urge to “just check in.” The world won’t fall apart while you rest.
- Travel mid-week if you can. Flights and hotels are often cheaper, and airports are less crowded. Makes a big difference.
AA for HH People: Interesting. That’s something I don’t think I’ve ever thought of. I’ll definitely be using this one.
OM: Yesss! You shoult try it out. It helps.
And then finally…
- Take the trip. Whether it’s a full-blown vacation or a weekend escape, take time to recharge. You come back clearer, calmer, and even more creative.
AA for HH People: You’ve been part of HH’s story over the years. Is there an unforgettable moment that always brings a smile when you think about it, the kind you still talk about? And has there been a moment, maybe a challenge or transition, that really stretched you and helped you grow in your career?
OM: Okay. One moment that always brings a smile to my face was in 2021, when I was tasked with designing a Talent Acquisition Framework for the entire HH Group. It was a big challenge, but also a big opportunity. The goal was to create a more streamlined, efficient way of identifying and attracting top talent across our businesses.
I remember spending days listening to different teams, aligning with leadership, and putting together something that truly worked for the group. Securing Executive Management buy-in was a milestone on its own, but even more fulfilling was rolling it out successfully and seeing it actually work in practice. Parts of that framework are still being used and referenced today, and that honestly makes me proud.
That moment also opened the door to bigger opportunities. It led to my appointment as Group Head, Talent Acquisition, and got me involved in some exciting strategic projects across the ecosystem. It stretched me, sharpened me, and gave me the confidence to take on even more.
It’s one of those moments I’ll always look back on with gratitude because it pushed me out of my comfort zone and helped me grow in ways I didn’t even realise at the time.
AA for HH People: Every workplace has its own lingo. What’s that one HH phrase or buzzword you probably say way too much, or people use way too much? And are there any inside jokes or shared beliefs you think only HH folks will fully get?
OM: Oh, this one’s easy! Every HH person knows about “The Sacred White Chair” in the foyer. 😂 There was no formal memo, no sign, but somehow, we all just knew not to sit on it. It became this unspoken rule across the office. I’m pretty sure if anyone ever did sit on it, we all gave them the look like, “Ah, you’re new here, o!”
Also, when you see a call from Harold’s number, you certainly stand in anticipation, as 9 out of 10, there is a message from the Chairman.
As for phrases, we probably say way too much is “speed to execution” definitely tops the list. It’s practically in our DNA. Whether it’s a project update, a team huddle, or even a casual chat, someone is always referencing the need to move fast and deliver.
But that’s what makes HH special. We have our inside jokes, our shorthand, and our shared language, but underneath it all, it reflects a strong, driven, and connected culture that gets things done.
AA for HH People: Let’s say someone new joins your team today. What would you tell them to help them settle into the HH way of life, especially the unspoken stuff?
OM: If someone new were joining my team today, I’d tell them this: come in with a growth mindset and be ready to give your very best. Whether it’s a small task or a big project, at HH, how you execute really matters. There’s no better way to stand out early on than by exceeding expectations and showing that you’re reliable, proactive, and hungry to learn.
I’d also tell them to stay curious, ask questions, and soak up the culture. We value people who take ownership and show initiative. Those who don’t just do what’s asked but look for ways to add value. That’s the unspoken HH way of life.
AA for HH People: How would you define a true “culture carrier”? What do they look like in a team, and why are they so important?
OM: For me, a true culture carrier is like an internal brand ambassador. Someone who doesn’t just understand the company’s values, but lives them out loud every day.
They show up with integrity, consistency, and a positive attitude. You see it in the way they interact with colleagues, own their responsibilities, and influence others to do the same. Whether it’s how they lead a meeting, support a teammate, or respond to a challenge. They set the tone without even trying too hard.
I often call them Culture Champions because that’s really what they are. They’re the ones quietly, or sometimes loudly, helping to steer the team in the right direction. Their energy is contagious, and their presence creates alignment, accountability, and momentum. Every team needs a few of them, and when you have them, the workplace becomes productive and inspiring.
AA for HH People: Yeah, absolutely, absolutely, absolutely. OK. I think I’m out of questions. And so, this is a bonus lightning round. I’ll ask very, very quick questions, you know, the kind of questions you don’t need to think about much. I have maybe like four or five of them.
OM: Sure, let’s go!
AA for HH People: OK, so the first one is, are you a tea person or a coffee person?
OM: Tea!
AA for HH People: Do you have a favourite type of tea?
OM: I like green tea, pure green tea.
AA for HH People: What is one book that every HH person should read?
OM: Outliers by Malcolm Gladwell.
AA for HH People: What is one word you use to describe the HH leadership team?
OM: Hmm, one word, one word, one word, one word. Let me see, I’m trying to use the right word. Let me do three phrases. I think the HH Leadership is bold. We go the extra mile. And of course, we know how to get things done!
AA for HH People: The final one! What is something people would be surprised to learn about you?
OM: So, I did a marathon when I was 25. It was a run for cancer when I was in the UK. It was just about 5 kilometres. I didn’t think I could do it, but then I practised, and I actually did the 5K run for cancer.
AA for HH People: Nice! We’ll start looking for you anytime Avon does one of their runs. Thank you so much for sitting with us. This has been really fun.
OM: It’s always my pleasure.
