10 Years of ORÍKÌ Group: Joycee Awosika’s vision for a wellness empire

In the realm of wellness, few individuals have made as profound an impact as Joycee Awosika, the visionary founder and CEO of ORÍKÌ Group. With a remarkable decade-long journey, Awosika has catapulted ORÍKÌ Group to unprecedented heights, establishing the brand as a beacon of excellence in the African wellness landscape. As a trailblazing enterprise, ORÍKÌ Group has not only redefined the contours of the wellness industry but has also empowered countless individuals, communities, and professionals along the way.

Through its multifaceted ecosystem, which encompasses premium spas, manufacturing, e-commerce, training academies, and mobile wellness services, ORÍKÌ Group has successfully bridged the gap between traditional African practices and modern innovation. Awosika’s leadership has been instrumental in driving the company’s growth, expansion, and commitment to sustainability, making ORÍKÌ Group a household name in Africa and beyond.

In this interview with IFEOMA OKEKE-KORIEOCHA, Awosika shares her vision for ORÍKÌ Group’s future growth and expansion, discusses the company’s approach to innovation and sustainability, and offers valuable advice to aspiring entrepreneurs looking to make an impact in Africa’s wellness industry.

What’s your vision for ORÍKÌ Group’s future growth and expansion in Africa and globally?

My vision is to see ORÍKÌ become the infrastructure of wellness across Africa and beyond — not just a brand, but a full ecosystem powering the industry. Over the next decade, we’re scaling to 500+ wellness centers, expanding our manufacturing capabilities, and growing our training institute to empower thousands of professionals. We’re also building partnerships across regions — from hospitality to healthcare — because I believe every community deserves access to world-class wellness. The dream is that when people think of holistic, African-inspired wellness anywhere in the world, they think of ORÍKÌ.

How do you balance innovation and sustainability in ORÍKÌ’s business model?

Innovation and sustainability are the two pillars of our growth. From the beginning, we decided that we would not have to choose between profitability and purpose we would pursue both. We innovate by integrating technology and finding better methods for our processes and divisions. Unwind by ORÍKÌ, our mobile wellness platform is one example. Unwind brings wellness spa services directly to people’s homes, hotels, or offices. At the same time, we stay rooted in sustainability through our farm-to-skin philosophy, sourcing locally, minimising waste, and empowering communities. Every new system, process, and product we create must meet two criteria: it must make life better for people, and it must be kind to the planet. That’s how we measure true innovation.

What advice would you give to aspiring entrepreneurs looking to make an impact in Africa’s wellness industry?

Start with purpose and pair it with structure. Africa is full of opportunities, but impact happens when your vision meets execution. As the structure advocate that I am, I always emphasise the need to systemise and standardise a business. Build systems early, invest in training your people, and don’t rush growth at the expense of consistency. And most importantly, stay authentic to Africa. Our ingredients, our people, and our stories are powerful. The world doesn’t need another imitation, it needs original African excellence.

Who are some of your biggest inspirations, and how have they influenced your leadership style?

I’m inspired by visionary builders who create systems that outlive them. Leaders like Estée Lauder who was a visionary entrepreneur who challenged the status quo and proved that anything was possible. My leadership style is a blend of servant leadership, vision, structure, and heart. I believe in clarity, accountability, and empowerment. I lead with faith, but I also lead with systems, because inspiration must translate into implementation. Estée Lauder started her business with just a handful of products, but with perseverance and innovation, she built a successful business and changed the face of the beauty industry forever. These are the type of qualities I instil in my team.

How do you prioritise self-care and wellness as a busy entrepreneur and mother?

I’ve learned that you can’t pour from an empty cup. As a leader, mother, and visionary, my energy is the fuel behind so much of what I do so I truly seek to treat my own wellness as a non-negotiable priority. I schedule quiet time in the mornings for prayer, reflection, and gratitude before the world starts calling. That grounding has helped me lead from a place of peace instead of pressure for the past 10 years.

I also practice what ORÍKÌ stands for: intentional rest, regular treatments, proper nutrition, and mindfulness. I genuinely believe that wellness is a priority not a luxury. I’m deliberate about carving out time for my family and for myself because those moments of renewal allow me to show up stronger, clearer, and more creative in every area of my life.

What’s the most important lesson you’ve learned as a leader, and how has it shaped ORÍKÌ’s culture?

The biggest lesson I’ve learned is that people build vision, not just plans. You can have the best strategy in the world, but without empowered, aligned people, it’s meaningless. That realisation shaped ORÍKÌ’s culture from year 1. We hire for skillset but just as important is passion and integrity as much as skill. We build environments where people feel seen, valued, and accountable.

I have also learned that leadership requires balance: structure with empathy, firmness with grace. I’m big on systems, but I’m equally big on heart. The combination of both has created a culture where excellence isn’t just demanded, it’s embraced. You’re not just managing people— you’re shaping lives and destinies. That realisation changed how I lead. I’ve learned that clarity, empathy, and accountability must coexist. At ORÍKÌ, we’ve built a culture where excellence and compassion go hand in hand. I push my team to think big, but I also care deeply about their growth and wellness. We celebrate wins together, but we also embrace feedback and failure as learning opportunities. Leadership has taught me that your culture is not what you write on the wall; it’s what people feel when they come to work.

How does ORÍKÌ Group’s farm-to-skin approach contribute to sustainable wellness practices?

Our farm-to-skin philosophy is at the heart of everything we do. It ensures that we’re not only creating products that are safe, natural, and effective, but also that we’re supporting local farmers and producers across the value chain. We partner directly with cooperatives and women-led agricultural groups to source ingredients like shea butter, kola nut and more. This approach keeps the economic value within Africa while promoting traceability, sustainability, and authenticity. Every product tells a story, from the farms to our labs to our clients’ hands, proving that wellness can be premium, ethical, and locally empowered at the same time.

What’s the significance of incorporating African botanicals and natural ingredients in ORÍKÌ’s products?

African botanicals are among the most potent in the world, yet for decades, they’ve been underrepresented in global beauty and wellness conversations. For me, using African ingredients isn’t just about formulation; it’s about representation. It’s about telling our story through the richness of what grows on our soil.

By using indigenous ingredients like kola nut, atili oil, shea and hibiscus, amongst others, we’re showcasing Africa’s scientific depth, the balance of efficacy and heritage. Every product we create is a statement that Africa’s natural resources can meet and even exceed global standards of performance and purity.

How do you see the wellness industry evolving in Africa, and how is ORÍKÌ Group positioned to lead this change?

Africa’s wellness industry is entering a defining era. The pandemic accelerated awareness around health, rest, and mental well-being, and now we’re seeing a massive shift — wellness is no longer a luxury; it’s a lifestyle. As disposable income grows and awareness deepens, people are investing in self-care as a necessity.

ORÍKÌ is positioned at the forefront of that movement. With our expanding network of spas, our manufacturing capability, our on-demand mobile wellness services, and our partnerships with healthcare providers and HMOs, we’re shaping how wellness is delivered and experienced. We’re building the standards, systems, and infrastructure that will sustain the industry for generations.

Can you take us back to the early days of ORÍKÌ Group – what inspired you to start the business, and what were some of the initial challenges you faced?

The inspiration for ORÍKÌ came from a deep desire to showcase Africa’s potential. I had worked in the energy sector and in government, and while those roles were impactful, I felt called to build something that created jobs, empowered people, and celebrated Africa’s natural wealth.

I started with a fascination for natural ingredients and their healing power. I wanted to prove that African botanicals could compete globally. The spa actually began as a marketing tool — a space for people to experience the products, but it grew into a movement. The early days weren’t easy. We faced challenges with infrastructure, supply chains, and even perception — convincing people that an African beauty and wellness brand could be world-class. But through persistence, faith, and an incredible team, we turned those obstacles into stepping stones. ORÍKÌ was built from grit, grace, and the belief that Africa has everything it needs to shine.

How did your background in energy economics and working with organisations like the UK Department for International Development (DFID) shape your approach to building ORÍKÌ Group?

My background in energy economics and development exposed me to structure, policy, and systems thinking. Working with organisations like DFID and serving during Nigeria’s power-sector privatisation taught me how large ecosystems function — how policy, data, and execution must align to create real impact. Reporting and metrics were two important aspects of my work back then.

That experience shaped how I built ORÍKÌ. I approached wellness like an infrastructure project: start with a clear framework, create systems that sustain growth, and ensure every layer — from products to people — runs with accountability. It also gave me a development mindset: every business decision should empower others, not just enrich the company. So even though the industries are worlds apart, the discipline, data orientation, and long-term thinking from my energy background have become the backbone of ORÍKÌ’s growth.

What were some of the key milestones or turning points that helped ORÍKÌ Group grow from a small startup to the leading wellness chain it is today?

There have been several defining milestones. The first was launching our flagship spa in Lagos, it gave people a tangible experience of what a premium intentional space and authenticity could feel like. Another major turning point was the establishment of FSC Manufacturing, our production arm, which allowed us to control quality, scale our product lines, and produce for other brands. We stopped contract manufacturing and started producing all our products from Lagos Nigeria. Launching the ORÍKÌ Training Institute in 2021, inaugurated by the First Lady of Lagos State, cemented our role as a leader in building capacity for the entire wellness ecosystem.

And finally, the launch of Unwind by ORÍKÌ, our mobile wellness platform, was another breakthrough. It allowed us to reach people wherever they were — homes, hotels, and offices — and proved that wellness could be convenient and inclusive. Each milestone expanded our reach in ways that ultimately formed the ecosystem we have built today.

Looking back, what were some of the biggest risks you took in building ORÍKÌ Group, and how did they pay off?

Every major leap has come with risk. Leaving a structured career in energy to build something from scratch was a huge one. Investing heavily in manufacturing and expansion when others advised caution was another. Leaving the shores of Nigeria and opening a branch in Kenya was a risk. Now we have 2 locations in Nairobi Kenya and our biggest is in Kampala, Uganda. But the greatest risk was believing — believing that an African wellness brand could stand on the global stage.

Those risks have paid off because they stretched us. Taking bold steps forced us to innovate, to build systems, and to rely on faith and resilience. Today, we have multiple thriving subsidiaries, global recognition, and impact across three countries. The risks were real, but so were the rewards — both tangible and transformational.

How did you transition from working in the energy sector to becoming a successful entrepreneur in the wellness industry?

The transition was both natural and faith-led. I had reached a point in my career where I wanted to create something that didn’t just solve policy problems, but transformed people’s lives directly. I’ve always been fascinated by nature, healing, and the power of Africa’s resources — so I began experimenting with natural formulations. What started as curiosity became conviction. I realised that wellness could be a bridge — between purpose and profit, between Africa and the world. It wasn’t an easy transition; I had to build from scratch. But that leap of faith birthed ORÍKÌ — a brand rooted in authenticity, innovation, and impact.

What’s the most fulfilling aspect of your work as an entrepreneur and leader?

For me, fulfilment comes from transformation — seeing people, communities, and ideas evolve because of something we built. Watching a trainee from our institute become a certified spa therapist or a team member get promoted multiple times in one year— that’s the reward.

I also find deep fulfilment in leading others. I love mentoring, developing teams, and watching people grow into leadership. Entrepreneurship has shown me that success isn’t measured just by revenue, but by how many lives are better because you said yes to your vision.

How do you want ORÍKÌ Group to be remembered, and what legacy do you hope to leave behind?

I want ORÍKÌ to be remembered as the brand that redefined wellness in Africa — one that built systems, empowered people, and showcased the continent’s richness to the world. I want people to look back and say, because of ORÍKÌ, wellness became accessible, sustainable, and proudly African; because of ORIKI the A- beauty movement (A-Beauty) took its rightful place on the global stage.

My personal legacy is about continuity raising leaders who will carry the vision forward and building structures that thrive long after me. Legacy, to me, isn’t about fame or spotlight; it’s about sustainability. I hope to leave behind an ecosystem that keeps transforming lives, an unshakable proof that Africa can build, lead, and compete globally with excellence and integrity.

What’s the best advice you’ve ever received, and how has it impacted your journey as an entrepreneur?

The best advice I’ve ever received is simple but profound: “Don’t move until God says move.” It’s taught me the power of alignment, that timing, clarity, and obedience are everything. In business, it’s easy to chase opportunities, but I’ve learned that not every open door is your door.

That advice has anchored me through every season of ORÍKÌ’s growth. It’s reminded me to seek wisdom, not just speed, to build from a place of conviction, not comparison. Every major decision, from launching new locations to expanding internationally, has been guided by prayer, preparation, and purpose. It’s also taught me patience, because true success isn’t rushed, it’s refined. And when you build with alignment, what you create stands the test of time.