By Ajong Mbapndah L*
At a time when Africa’s energy sector is navigating tightening capital, evolving regulatory frameworks, and competing global priorities around energy security and the transition, leadership in the legal and advisory space has become increasingly pivotal. Oneyka Cindy Ojogbo, the newly appointed CEO and Managing Partner of CLG Global, steps into the role at a defining moment for both the firm and the continent’s evolving energy landscape.
Having risen through the ranks and advised on energy and infrastructure projects across more than 30 African countries, Ojogbo represents a new generation of African legal leadership. Her appointment comes as CLG Global itself continues a strategic transformation—from a formidable oil and gas practice into a full-spectrum legal, tax, and business advisory platform serving governments, investors, and multinational corporations across more than 50 countries. As part of that evolution, the firm is deepening its footprint across the continent, including a strategic push into emerging markets such as Libya.
Before assuming the firm’s top leadership role, Ojogbo spearheaded the development of the CLG Plus platform from Frankfurt, pioneering an on-demand advisory model designed to support complex cross-border transactions.
In this exclusive interview with Pan African Visions (PAV), Ojogbo discusses CLG Global’s expansion strategy, the regulatory hurdles slowing major energy projects in Africa, and why pragmatic legal solutions will determine whether the continent can unlock its vast energy potential. She also reflects on becoming the youngest partner in the firm’s history and what her journey signals for the next generation of African legal professionals, particularly women aspiring to leadership in the industry.
What does this role represent for you personally, and how does it redefine leadership at CLG at this moment in the firm’s evolution?
This role represents stewardship. I have grown within CLG, and stepping into CEO/Managing Partner role is about scaling the vision while strengthening the institution.
My appointment is very closely aligned with where CLG is today and where we are deliberately heading. Over the last few years, CLG has evolved from being perceived primarily as an oil and gas law firm into a full-spectrum legal, tax and business advisory platform. That evolution requires leadership that understands the CLG legacy.
At this stage of our evolution, we are prioritizing governance, profitability, alignment and disciplined execution, while preserving the agility that has always defined CLG.
What are the dynamics of the global and African energy industry that would drive your vision for CLG as Managing Partner?
The global energy industry is no longer operating under a single narrative and Africa sits right at the intersection of multiple, sometimes, competing realities. Over the last few years, we have seen tighter capital, higher ESG scrutiny, and more complex regulations. At the same time, geopolitical tensions have renewed the focus on energy security and supply diversification.
In Africa, these dynamics intersect with energy poverty, industrialisation needs and the realities of the energy transition. This demands legal and advisory solutions that are pragmatic, not ideological.
My vision for CLG is shaped by three realities. First, energy security is back on the agenda, gas, power, and infrastructure matter more than ever. Second, the energy transition in Africa must be sequenced, not copied.
And third, investors are looking for clarity, predictability, and credible local partners.
CLG’s role is to help clients navigate regulation, structure bankable projects, manage risk, and unlock value in a rapidly changing energy landscape.
CLG operates presently in 50 countries worldwide. What drives your decision on countries or regions expansion, and where next are you hoisting the CLG flag soon?
Our expansion is never opportunistic, it is strategic and demand-driven. We assess a few core factors including regulatory reform, investment momentum and, importantly, whether CLG can add differentiated value on the ground. That approach has allowed us build a footprint across over 50 countries through a combination of permanent offices with trusted local partnerships.
Right now, our focus is on deepening our presence in North Africa, strengthening key hubs in Southern and Central Africa, and selectively expanding into high-growth, reform-oriented markets where energy and capital are converging.
Wherever CLG raises its flag next, the objective is the same: to be on the ground and to be credible and impactful.
You now oversee CLG’s operations across multiple African jurisdictions and Europe. What are the biggest operational and governance challenges of running a truly pan-African law firm, and how are you aligning teams across borders?
The biggest challenge has been harmonisation. Operating across different legal systems, regulatory environments, billing cultures and compliance standards require disciplined governance and clear internal structures.
We are addressing this by strengthening cross-office collaboration, implementing central oversight while preserving local autonomy, and ensuring stronger coordination across our offices. CLG operates as an integrated pan-African firm, and that means consistency, alignment and shared standards across jurisdictions.
CLG’s expansion into North Africa, particularly Libya, is a major strategic move. What made Libya a priority market, and what opportunities do you see there for energy and infrastructure advisory work?
Our expansion into Libya perfectly captures CLG’s broader evolution strategy. Libya sits at the intersection of North Africa, Europe and the Mediterranean energy corridor. With significant hydrocarbon reserves and renewed investor interest, it represents an important market for energy and infrastructure advisory work.
The country is reopening, reforming and repositioning itself for long-term investment. Our focus is not simply to be present, but to be relevant, trusted, and deeply embedded with our local partners to provide real value to our clients and the country itself. In markets like Libya, strong local partnerships are essential, and they enable us to provide clients with the regulatory insight and local credibility necessary to execute complex projects.
Before becoming Managing Partner, you drove Centurion Plus operations in Frankfurt. How has this on-demand legal model reshaped CLG’s service delivery, especially for multinational clients operating across Africa and Europe?
Through CLG Plus, we developed a flexible, on-demand legal and tax advisory model that allows clients to access expertise across Africa and Europe without maintaining large internal teams or coordinating multiple firms.
The model enables clients to scale advisory capacity depending on project needs, while benefiting from a single, coordinated platform for cross-border legal, regulatory and tax support. This significantly improves efficiency, responsiveness and consistency of advice across different jurisdictions.
It is particularly valuable for complex, multi-country energy and infrastructure projects, where clients need integrated expertise quickly. Ultimately, CLG Plus allows us to deliver agile, commercially focused advisory services while maintaining the depth and quality expected from an international law firm.
How much of what CLG does, impacts on the growth, development, and the deepening of the energy industry in sub-Saharan Africa?
CLG’s impact goes well beyond transactions. Yes, we advise on deals, from upstream, midstream, power, renewables, to infrastructure transactions, but just as importantly, we help shape the legal and regulatory frameworks that allow those industries to function sustainably.
We work with governments on licensing regimes, fiscal terms, and policy reform. We support investors entering new markets responsibly. We help local companies scale, comply, and compete. And through our work on local content, capacity building, and institutional strengthening, we contribute to deeper, more resilient energy ecosystems.
In many markets, our work directly influences whether capital flows, and whether it stays. When transactions close, projects move. When projects move, economies grow. That is the multiplier effect of legal advisory done well and where real development impact happens.
You have managed energy projects in more than 30 African countries. From your experience, what common regulatory or financing bottlenecks continue to slow large-scale energy and infrastructure development on the continent?
To mention a few, regulatory uncertainty and delayed approvals remain some of the most significant barriers to large-scale energy and infrastructure development across Africa. Investors and lenders require predictability, clear licensing regimes, transparent fiscal frameworks and efficient permitting processes.
When regulations are frequently changing or approvals take years rather than months, projects become difficult to finance and capital naturally flows elsewhere.
Until these issues are systematically addressed, large-scale energy and infrastructure projects will continue to face crippling challenges despite the continent’s enormous resource potential.
You are the youngest Partner in your firm’s history. How does this feel?
It is humbling and exciting. But importantly, it is responsibility. Leadership at that level requires ambition, discipline and courage.
I also hope it sets a precedent for what is possible within African law firms, particularly for young professionals who may not always see clear pathways to leadership.
What career advice do you have for young women looking to follow in your footsteps?
First, believe it can be done. Work hard, but also smart.
And as one of my mentors told me early in my career, build relationships and gather moss! Master your craft, remain curious, and position yourself in the rooms where important decisions are being made.
This career rewards competence, grit, and visibility. Do great work and stand proudly beside it. Give yourself permission to take ownership and leadership where you see a vacuum.
* Culled from March Issue of PAV Magazine.
