As the personal development landscape continues to evolve, so too must the platforms that empower individuals to break through limitations and embrace transformation. In its latest iteration, Beyond Barriers: A Journey to Transcendence, a 12-week intensive programme and boot camp, is redefining how people navigate personal growth and professional fulfilment.
In this conversation, Uwem Umana, founder, leadership coach, and author, with BusinessDay’s Chisom Michael, reflects on the origins of the programme, the role of storytelling in healing and transformation, and how his transition from classrooms to coaching boardrooms has shaped his mission to unlock the power of human potential. Excerpts:
What inspired the idea behind your 12-week programme, Beyond Barriers – A Journey to Transcendence?
The inspiration behind the 12-week programme, Beyond Barriers: A Journey to Transcendence, stems from over a decade of working closely with people, from the classroom to the boardroom.
My journey began in the education sector, where I dedicated myself to shaping minds and transforming lives. Later, transitioning into the IT and business space, I continued that mission through leadership development, coaching, and mentoring programmes. Across all these domains, one truth kept surfacing — the common barrier to progress is mindset.
Whether in education or tech, personal growth or professional advancement, I saw time and again that the greatest breakthroughs came not just from skill acquisition, but from mindset shifts. People often had the potential, they just needed help unlocking it.
That’s what inspired me, alongside my trusted wingman Abraham Sorie-Kabba, to create a programme rooted in evidence-based practice and over 10 years of real-world success stories. Beyond Barriers is not just a programme, it’s a transformational journey that helps individuals overcome internal limitations, embrace purpose, and step boldly into their next level.
It was born from the desire to help people transcend, not just survive, but truly thrive.
How did your transition from teaching English to becoming a Senior Business Analyst shape your outlook on leadership and growth?
Making the shift from teaching English to becoming a Senior Business Analyst was one of the most transformational experiences of my career. It broadened my understanding of leadership and deepened my approach to personal and organisational growth.
As a former school leader, I’ve always found myself naturally gravitating toward leadership roles, taking initiative, organising teams, and driving outcomes. That orientation didn’t change when I moved into business analysis; it evolved. I came to understand that real leadership isn’t just about position or title—it’s about influence, clarity of purpose, and the ability to inspire growth in others while staying anchored in outcomes.
My academic background also played a vital role in shaping this journey. I hold a Master’s degree in Educational Leadership and Management from Warwick University, which gave me not just theoretical knowledge but practical tools for applying evidence-based leadership principles in any context.
That journey led to my contribution to a book chapter- Improving Professional Learning through In-house Inquiry under the guidance of Professor Ian Abbott and Professor Middlewood, an experience that helped reinforce the value of reflective leadership and innovation.
What the transition taught me is that leadership is deeply transferable. The skills I developed in education, coaching, communication, empathy, and data-informed decision-making were not limited to the classroom. They were assets I carried into boardrooms, cross-functional teams, and strategic projects.
Leadership and growth are intertwined. To lead is to grow—and to help others grow. Transitioning into business analysis taught me how to lead through influence, not authority, but how to use structure to drive change, and how to continuously evolve regardless of role or industry.
In what ways has your academic background in leadership, innovation, and education influenced the design and delivery of your transformational programmes?
My academic background has profoundly shaped the way I design and deliver transformational programmes. I’d estimate that at least 60% of the frameworks and methodologies I apply today are rooted in the principles I learned through leadership, innovation, and education.
At Warwick, I was immersed in evidence-based practice, developing a habit of consulting peer-reviewed research and applying insights from thought leaders. Leadership, I discovered, begins with self-leadership. Before you can lead others effectively, you must be able to lead yourself through discipline, vision, and intentional development.
I was privileged to study under renowned scholars like Professor Ian Abbott, Phil Whitehead, and Professor Middlewood, whose work continues to influence my thinking. At the time, I was one of the leaders of a major education reform initiative in Abu Dhabi—a $10 billion national project. The scale and complexity demanded not just leadership, but innovation backed by data, cultural awareness, and strategic alignment.
That experience taught me the importance of designing programmes that are rooted in purpose, measurable by evidence, and aligned with both organisational goals and broader societal impact.
Today, whether I’m mentoring, running mindset workshops, or leading business transformation, I bring that same mindset, grounded in research, driven by outcomes, and committed to sustainable change.
How do you see the intersection of narrative techniques and business analysis shaping the way people engage with complex change?
At their core, both narrative techniques and business analysis aim to make meaning clear, whether that’s through storytelling or structured change frameworks. While narrative techniques are typically associated with literature and communication—using tools like metaphor, analogy, and pacing to convey depth and emotion—business analysis relies on frameworks, questioning, modelling, and stakeholder engagement to clarify complex systems and deliver change.
The intersection between the two lies in their shared use of structure and intention.
For example, both disciplines use questioning as a foundational technique. In storytelling, questions shape plot and character development; in business analysis, they uncover stakeholder needs, define scope, and drive clarity. Asking the right questions is critical in both fields.
In complex change initiatives, business analysts often tell a “story” of transformation—from the current (As-Is) state to the future (To-Be) state. To do this effectively, we use visual and narrative tools such as process maps, use cases, and user journeys—essentially storyboards for systems and processes. These help stakeholders understand what’s changing, why it’s changing, and what impact it will have.
We also segment large changes—like chapters in a novel—so we can break them down into manageable, understandable parts. This is particularly useful when working with diverse stakeholders, from highly technical teams to non-technical end users. The ability to tailor communication using the right tone, structure, and context is a narrative skill that enhances stakeholder engagement and adoption.
Moreover, just like a good narrative considers the audience, business analysts must be audience-aware. Understanding who will be impacted by the change, how they interpret information, and how they emotionally respond to transformation helps us shape effective communication and transition strategies.
So, in summary, the intersection of narrative and business analysis lies in purposeful structure, audience awareness, clear communication, and the ability to guide people through a journey, whether it’s through words or systems. Harnessing both can significantly improve how people engage with and adapt to complex change.
What theoretical or strategic frameworks guide the development of your platforms, and how do they contribute to long-term learning and empowerment?
Narrative techniques, commonly used in storytelling, are designed to engage, simplify complexity, and evoke emotion or understanding. They include tools such as metaphor, analogy, simile, and structured arcs to communicate a message in a compelling and relatable way.
In business analysis, while we may not use literary devices in the same way, we also rely heavily on structured techniques to tell a story, specifically, the story of change. The intersection lies in the use of techniques and frameworks to guide understanding, create clarity, and align stakeholders.
Take questioning, for example. In narrative writing, questions are used to provoke thought, explore depth, and develop character. In business analysis, questioning is one of our most powerful tools, used to uncover requirements, explore root causes, and clarify objectives. Whether it’s understanding the As-Is state, defining the To-Be state, or exploring data, systems, and processes, effective questioning guides the journey.
Another intersection is storytelling through models. In BA, we often create visual narratives—process flows, user journeys, UML diagrams, and BPMN models—to help teams visualise the transformation. These models are our version of structured storytelling: helping people engage with and understand the scope, impact, and value of change.
Just like in storytelling, the audience matters. A good Business Analyst knows how to tailor their communication to stakeholders—technical or non-technical—so that the message is clear, meaningful, and inclusive.
Finally, change is rarely linear. Like any good story, there are subplots (workstreams), protagonists (stakeholders), challenges (risks), and desired resolutions (benefits). By combining analytical rigour with storytelling sensibilities, we make complex change more relatable, less overwhelming, and more actionable.
In essence, the intersection of narrative techniques and business analysis lies in our shared goal: to make complexity understandable, to guide people through transformation, and to move them from confusion to clarity.
You’ve worked across education, IT, and leadership. What are some of the common threads you’ve noticed across these fields when it comes to human potential?
Having worked across education, IT, and leadership, I’ve found that despite the differences in context and execution, three foundational elements—mindset, toolset, and skillset—consistently determine how far individuals can go in realising their potential.
Mindset is the foundation; whether you’re a student navigating complex subjects, an IT professional troubleshooting under pressure, or a leader guiding teams through change, your attitude and mental posture shape your results—making a growth mindset, adaptability, and resilience non-negotiables across all domains.
Toolset refers to the specific systems or methodologies that enable effectiveness in each field, such as platforms like ServiceNow for IT ticketing or leadership models like situational leadership and emotional intelligence for managing diverse teams and scenarios.
Skillset encompasses both domain-specific and transferable skills, including communication, problem-solving, and critical thinking, which are as valuable in a classroom as in an IT project or boardroom; in leadership especially, the ability to flex one’s style—whether democratic, transformational, or directive—is a vital skill for achieving desired outcomes.
In summary, across all three domains, success hinges on cultivating the right mindset, mastering relevant tools, and sharpening appropriate skills; when these three elements align, human potential becomes truly limitless..
What does success look like to you when working with people through your boot camp or coaching sessions?
At Beyond Barriers, everything we do is guided by intentionality and strategic design, grounded in the philosophy that transcendence is a journey, not a destination, which is why we call it “Beyond Barriers: A Journey to Transcendence.” Our goal is simple yet profound: to help individuals identify, confront, and rise above the internal and external barriers limiting their potential. Our strategic framework is built around three core pillars.
The first, Experiential Learning & Digital Integration, reflects our deliberate choice of platforms for virtual engagement; we use a digital platform that supports robust integration—with tools like Miro for visual collaboration, whiteboards for creative thinking, YouTube for shared learning, and breakout rooms for small group interactions—all of which enable participants to engage, reflect, and collaborate deeply, enhancing both learning and empowerment.
The second pillar, Community Building & Continuous Support, is anchored in our closed WhatsApp group, which serves not just as a chat space but as a real-time support and resource hub where we circulate weekly themes, reinforce content from live sessions, celebrate breakthrough moments, and encourage peer-to-peer support—creating sustained engagement, accountability, and transformation long after our sessions end.
Finally, Storytelling & Shared Breakthroughs represents our belief in narrative learning, where real success stories of individuals who have faced challenges, overcome them, and continue to transcend limitations are consistently highlighted—not only as sources of inspiration but also as practical models of resilience, clarity, and courage for others to emulate.
Ultimately, our framework fosters long-term learning by empowering individuals to become more self-aware, emotionally intelligent, and resilient, freeing them to embrace their authentic selves, unburdened by societal expectations or limiting beliefs—because as we often say, the most powerful solutions don’t always come from conventional places; sometimes, transformation begins in the most unorthodox ways, and that’s where real growth lies.
How do you and Abraham Sorie-Kabba structure your collaboration, and what shared principles guide your joint efforts in transformation and leadership?
Our collaboration is deeply rooted in mutual respect, clarity of purpose, and complementary strengths. Kabba is not just a colleague—he’s my wingman and strategic partner. While I often take on the visible, front-facing role in our coaching programmes, Kabba is the solid backbone operating behind the scenes. He’s incredibly tech-savvy, highly strategic, and ensures the seamless execution of all technical and structural components of our work.
We structure our collaboration around continuous communication and intentional alignment. We meet regularly to reflect, review, tweak, and improve what we’re delivering. Together, we set clear, measurable goals and use defined metrics to track our progress. We understand our strengths and have intentionally designed overlapping responsibilities to ensure continuity—if one of us is unavailable, the other can step in without disruption.
Our joint efforts are guided by a shared commitment to transformational leadership. At the heart of what we do is one clear question: “What are we trying to help our coachees achieve?”
Our mission is to empower our clients to overcome barriers, break limiting mindsets, and realise their goals. That clarity of vision anchors everything we do. We regularly revisit it to ensure our methods remain aligned and impactful.
Our partnership thrives on clarity, trust, shared values, and an unwavering focus on results.
As a published author, how do your personal stories and experiences influence your writing and public speaking?
My personal stories and life experiences deeply influence both my writing and public speaking. Over the years, I’ve had the unique privilege of encountering remarkable people and navigating extraordinary situations—what I often call a “track record of unusual moments.” These interactions have become the raw material for much of my storytelling.
Having worked extensively with students and professionals across different cultures and continents, I’ve accumulated a wealth of anecdotes—real, relatable, and rich with insight.
These stories form the backbone of my writing and speaking. Whether I’m crafting a short story, delivering a keynote, or explaining a complex concept in a business or IT setting, I find that stories make things stick.
People may forget data points or diagrams, but they never forget a well-told story. That’s the power I lean into.
So yes, my personal experiences—both the ordinary and the extraordinary—are not just part of my journey. They are the essence of how I connect, communicate, and inspire.
What message would you give to someone standing at the edge of change but unsure how to take the first step?
If you’re standing at the edge of change and feeling unsure, remember this: you don’t have to do it alone.
Reaching out for help is not a sign of weakness—it’s a sign of wisdom and strength. Asking for support shows that you’re serious about growth. So, don’t hesitate to seek guidance. Find a coach, a mentor, or someone who has walked the path before you. Their experience can illuminate your next step and give you the clarity you need.
And let’s be honest—this isn’t just any small change we’re talking about. It’s the kind of transformational shift that Dr. Sam Adeyemi describes—like tectonic plates moving beneath the earth, a deep and disruptive shift that leads to new landscapes. Real change—the kind that redefines your life—often begins with one courageous step.
So, take that step. Ask for help. And watch how everything begins to move.
