“Growth doesn’t always follow a straight line, some of the best opportunities come from unexpected places. Be open.”
That quiet reminder comes from Biola Sokenu, Chief Operating Officer of Nile Group and one of the most accomplished and respected production finance professionals working in Nigerian film today.
Biola’s story is one of precision, clarity, and vision. From cost accounting at BBC Worldwide to managing international productions across the UK, U.S., and Nigeria, her career has been shaped by systems thinking and a deep understanding of the business of storytelling. Now, as COO at Nile Group, she oversees Nile Cinemas, Nile Motion Pictures, and Nile Entertainment guiding a company that is simultaneously expanding its infrastructure and rewriting what operational excellence looks like in Nollywood.
Her work is the connective tissue between structure and scale between creative ambition and what it takes to actually sustain it.
In this edition of Industry Voices, Biola Sokenu reflects on the push that led her into production finance, the real work of keeping a company like Nile running, and what Nollywood needs to fully compete on the global stage.
What was your journey into production finance and media management like, and what pulled you towards it?
I got into production finance somewhat by accident. I was working in cost accounting at BBC Worldwide, supporting the creative services department, when I was passed over for a promotion I had expected. That moment made me reassess my path. I realized I didn’t want to stay in a role where I was doing the work without the recognition or growth. While exploring new opportunities, I came across a job posting at BBC Drama for an assistant production accountant. It mentioned travel and the chance to work on scripted productions, and I thought, “Why not?” I applied, got the role, and within five weeks I had stepped into a completely different space. That was in 2001, and it turned out to be the start of a long and fulfilling journey in production finance. In hindsight, missing out on that promotion was the push I didn’t know I needed. It led me away from a traditional accounting track and into a career that’s far more dynamic and creatively rewarding.
In simple terms, what does your role as COO look like daily?
It’s a dynamic and multifaceted role. As COO of Nile Group, my core responsibility is overseeing the day-to-day operations and strategic management of our businesses, Nile Cinemas, Nile Motion Pictures, and Nile Entertainment. I ensure that each company’s goals align with the broader vision of the Group. On a typical day, I’m evaluating potential business opportunities, identifying new revenue streams, and developing strategies to pursue them. I stay attuned to market trends and audience behaviors, which helps guide decisions that keep us relevant and responsive. I work closely with our finance and HR leads on the day-to-day operations, from managing funding across the businesses to addressing staffing, culture, and organizational structure. We have standing meetings with the heads of our various subsidiaries to track progress, troubleshoot issues, and align on priorities. At the same time, we maintain an open-door policy, which keeps communication fluid and helps foster a culture of trust and collaboration. I’m constantly looking at how we can improve whether it’s our offerings, our internal processes, or how we operate as a team. I’ve also implemented performance metrics to ensure that each business is meeting its goals. Ultimately, my role is about ensuring that Nile Group continues to grow, innovate, and deliver meaningful value to both our audiences and our people.
What role do you believe financial infrastructure plays in the health of Nollywood?
Financial infrastructure is vital to Nollywood’s growth. It enables access to funding for better equipment, talent, marketing, and post-production raising the overall quality of films. It also helps manage risk, supports the development of studios and editing facilities, and funds training and mentorship programs for industry talent. At Nile Group, our vision is to inspire the world with Africa’s greatest stories. For that to happen, the industry must be supported by strong financial systems that allow our stories to be told at scale and to global standards.
How do you keep your perspective flexible across so many moving pieces of the business?
As COO of Nile Group, staying flexible is essential. I approach each day with a willingness to learn, from colleagues, partners, and even our audience. I believe diverse perspectives help me see the bigger picture more clearly. I stay grounded by aligning daily decisions with our strategic goals and the Group’s vision. I also maintain regular communication with our teams across all business units, which helps me stay close to the work while being able to zoom out when needed. Adaptability is something I actively encourage within our culture. I lead by example, showing that it’s okay to pivot, take calculated risks, and respond to change. In a dynamic industry like ours, flexibility isn’t just useful, it’s necessary for growth.
What is still missing in the way African productions approach budgeting, planning, or project execution?
Nollywood has made incredible strides over the years. The ambition, creativity, and resilience in the industry are undeniable and we’re starting to see more structure and professionalism across many productions. That said, having worked as a financial controller on UK and US productions, I’ve seen certain systems and practices that we can continue to build on in Nollywood. One key area is budgeting and cost reporting. On international sets, regular cost tracking is standard, it helps give a clearer picture of where the money is going, and where it can be adjusted or reallocated without affecting quality. We’re seeing more of that here, but it could be more widespread. Planning is another area. While many producers are now prioritizing pre-production, some still rush into shoots without fully mapping things out, which can lead to delays or inefficiencies. Better upfront planning allows for smoother execution and stronger outcomes. I also think we’re beginning to embrace innovation and collaboration more but there’s still untapped potential there. Shared resources, technology adoption, and cross-functional partnerships can raise the bar for the entire industry. Overall, Nollywood is evolving, and it’s encouraging to see more productions investing in structure and long-term thinking. If we continue in this direction, we’ll unlock even greater potential and elevate our stories on the global stage.
What’s something people would be surprised to learn about keeping a company like Nile running?
One thing people might be surprised by is how much of the role involves constant, hands-on problem-solving. No two days are the same, and no matter how well we plan, there’s always something unexpected. It could be a missing standee at a cinema on opening day, a technical glitch just before a major screening, a sudden power outage, a delay in funding, or an urgent HR issue that needs immediate attention. You have to think on your feet, stay calm under pressure, and make quick decisions, sometimes with limited information. It’s a delicate balance between reacting in the moment and staying focused on the long-term vision. Over time, I’ve learned that leading a company like Nile isn’t just about strategy and big-picture thinking it’s about resilience, adaptability, and being deeply involved in the details when it matters most. It’s challenging, yes, but when everything eventually comes together, it’s incredibly rewarding.
What kind of business models or operational shifts will help Nollywood become more globally competitive?
To truly compete on the global stage, Nollywood must rethink how we produce, distribute, and monetize content. Expanding our audience base and forming stronger partnerships with international platforms is essential but equally important is developing our own digital distribution channels to maintain greater control and long-term value. At Nile Entertainment, we saw this potential with Everybody Loves Jenifa (ELJ). We successfully distributed the film to audiences in 23 countries, a first for a Nollywood feature of its kind. It proved that global audiences are ready for Nigerian stories, but also highlighted how critical strategic distribution and positioning are. We need to do more of that. Operationally, there’s a need to further professionalize through better planning, cost reporting, and standardized workflows that elevate both efficiency and quality. Investing in talent development across all areas of the industry is just as important if we want to consistently meet international standards. Innovation will play a big role. Embracing tools like AI, virtual production, and advanced post-production workflows can lower costs and unlock new creative possibilities. Finally, the industry must invest in infrastructure world-class studios, post-production facilities, and a strong, coordinated distribution network. Establishing a national film commission or industry body would also help drive investment, promote the sector, and support filmmakers at scale. With the right structures in place, Nollywood won’t just grow, it will thrive as a global leader in storytelling
What advice would you offer to young women entering the financial or operational side of entertainment?
My advice would be: don’t be afraid to take up space. The financial and operational sides of entertainment can feel technical, intense, and at times male-dominated, but your perspective is valuable, and your voice matters. Start by building a strong foundation: understand the numbers, the business models, and the industry context. Knowledge builds confidence. At the same time, develop your soft skills, communication, collaboration, and leadership are just as important as technical expertise. Find mentors, and don’t be shy about asking questions. I’ve learned some of my most valuable lessons by observing others and staying curious. Also, understand that growth doesn’t always follow a straight line, some of the best opportunities come from unexpected places. Be open. And finally, bring your full self to the table. Your background, your instincts, your resilience, they’re assets. The entertainment industry needs more women in decision-making roles, shaping the way we tell our stories and run our businesses.
This interview is part of Industry Voices— Nollypedia’s spotlight on the minds shaping the art and business of Nigerian cinema.
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