Meet Gbeminiyi Shoda, the founder and managing director of Structure HQ, a female-led firm shaping the future of business and governance, and Principal Partner at SHQ Legal
Known as the ‘fixer’, Gbeminiy is redefining how law powers innovation, strategy, and inclusive growth. She is helping businesses and family offices navigate complex structures with finesse.
Gbeminiyi’s unapologetic commitment to women in leadership sets her apart. At her female-led firm, equity is built into the salary structure, leadership track, and culture of collaboration.
In this must-read interview, Gbeminiyi shares how she became the go-to “solutionist,” the bold strategies that fuel her rise, and the systems she’s building to ensure more women don’t just take seats at the table—they design the room.
Your journey from legal counsel to transformative leader is impressive. What personal experiences shaped your vision of becoming a “solutionist” rather than just a legal practitioner?
For me, being a lawyer was always a means to an end, not the end itself. I didn’t just want to interpret the law—I wanted to leverage my skillset as a tool to create solutions that drive business success. And honestly, becoming a solutionist wasn’t something I set out to do; it came naturally. I have always made sure to critically analyze business issues, logically process same while separating the identified opportunities from the bottlenecks. The key is to focus on creating multiple solutions while diminishing the problems.
In my previous place of employment, I was always in the room to support in providing solutions to complex business structure and resolution of bottlenecks, this very quickly transcended to supporting Executives even on private affairs. One thing became clear, I became the “fixer” and the “protector” which gave birth to founding Structure HQ where supporting businesses and individuals with innovative solutions is our stock in trade.
Overtime, I realized that businesses don’t just need legal advice; they need strategies that protect their interests, optimize their structures, and position them for sustainable growth. That mindset shaped my approach—not just as a lawyer, but as a problem- solver who ensures that no opportunity is lost, and no deal is made without value being captured.
As the founder of Structure HQ, a female-led firm, how have you intentionally designed your company culture to challenge the traditional corporate governance landscape while empowering women in leadership?
At Structure HQ, we don’t just say we empower women—we structure our policies to make it a reality. One of the things we’ve done is ensure that women who were not rightly priced in the market are rightly priced within the firm. We correct that, so they don’t even have to ask.
The second key aspect is flexibility. We provide a work culture that allows women to thrive in their personal and professional lives. Women at Structure HQ can be at the forefront, take a break when needed, and still shine. Our policies ensure that career growth isn’t rigid—our team members can excel without feeling the need to choose.
More importantly, one of our core values is equity. Regardless of your level, we provide a platform that supports your growth while guiding you to be the best version of yourself. We encourage competence, confidence, and collaboration.
The goal is to lead by example and demonstrate that governance can be both structured and dynamic while fostering inclusive leadership. That’s how we are changing the narrative.
How do you maintain your commitment to mentoring others while managing the demands of leading multiple organizations?
For me, mentorship is not something you schedule; it’s something you live. I make it part of my everyday interactions—whether I’m in a meeting, reviewing work, or sharing my experiences. I’ve learned that you don’t always need formal mentorship structures; sometimes, just being available to listen and guide is enough.
At Structure HQ, I ensure that my team has access to opportunities and knowledge that accelerate their professional competence. Beyond my organization, I stay committed to mentorship by continuous engagement, supporting women in governance, and making sure that doors remain open for those coming behind me.
I believe in multiplying impact. If I can equip the next generation of leaders around me with the tools to thrive, they, in turn, will mentor others. That’s how real change happens.
Having secured regulatory licenses for industry-defining financial institutions, what unique challenges did you face as a young female leader in this space, and how did you overcome them?
Navigating regulatory processes as a young woman meant dealing with people who underestimated me. I’ve walked into rooms where my capacity was questioned before I even spoke. I’ve had people talk over me in meetings, and I’ve had to fight to be heard whether due to my age, gender, or both.
One of the biggest lessons I learnt is that people will naturally respond to you based on their perception or bias, so it is important to place a high value on yourself and carry yourself as such. Value isn’t just about money; it’s about the ethics you uphold which reflect in the manner you handle engagements and transactions.
I always make sure I’m prepared. Before any major negotiation, I ensure I’ve eaten and in the right mindset. Navigating difficult conversations can be a daunting task but ensure to stay on business. When derailed, I bring it back— “speaking of…” or “as we were saying…”—to stay in control. It’s about setting the tone and not letting anyone dictate how you show up.
Over time, my track record became my strongest advocate—showing that I’m not just another legal professional but someone who could and can execute complex regulatory processes with precision and strategy.
Your commitment to the “power of the pack” mentality stands out. Could you share how this philosophy has influenced the policies and initiatives you’ve implemented at Structure HQ?
I ’ve always believed that teamwork produces the best results. At Structure HQ, we don’t operate in silos—our best work comes from collaboration. We ensure that we shine as a team, not just individually. That’s why we’ve built policies that push us to work together and lift each other up.
One of the most important things we continually ensure is creating structures where no one is left behind. Whether it’s governance, legal strategy, or client management, we ensure that knowledge is shared and that everyone grows together. We don’t just hire smart people; we hire people with the right attitude and alignment. That way, it is easier to collectively create an environment where we thrive, innovate, and push boundaries.
As someone who has defied both ageism and gender stereotypes, what strategies have you developed for maintaining uncompromising excellence while navigating these biases?
You can’t control how people perceive you, but you can control the value you bring to the table. My strategy has always been to lead with knowledge.
Also have guiding principles—rules that keep you grounded no matter the situation. I don’t let emotions drive business decisions, and I ensure that I always operate from a position of strength. Excellence isn’t negotiable; it’s a standard I strive to always maintain.
Another approach is maintaining a balance between assertiveness and respect. Being firm in your stance without being confrontational is a skill I’ve refined over time. People may underestimate you, but when you remain confident, focused, and results-driven, they are left with no choice but to acknowledge your value.
Lastly, I don’t dwell on biases. Instead, I focus on growth, building credibility, and aligning myself with those who recognize and appreciate competence.
Looking back at your career progression, what advice would you give to young women who aspire to break into corporate governance and legal innovation?
Stay on course. Apply pressure. You won’t always have everything figured out, but you must be willing to put in the work. Break ceilings. Show up. Let your results speak for you.
One of the greatest things about me is my mind—how I think, how I process information, and how I solve problems. That is what has set me apart, and I encourage young women to cultivate the same mindset. Then these 4 things:
First, be intentional about developing your expertise. The corporate governance and legal innovation space is complex, and to stand out, you must invest in learning continuously. Be intentional about the knowledge you acquire and how you apply it.
Second, build a strong network. Surround yourself with mentors and allies who will advocate for you and expose you to opportunities.
Third, don’t wait for permission to lead. Be proactive, take on challenging projects, and ensure that your contributions are visible.
Lastly, understand that resilience is key. There will be obstacles, but those who push through are the ones who ultimately succeed.
As a Board member for multiple organizations, how do you ensure your governance expertise particularly benefits and creates opportunities for other women in these spaces?
I have always been vocal about ensuring capable women are placed in leadership positions. Board diversity isn’t just a nice-to-have; it’s a necessity. From my time as a company secretary to now being a board member, I’ve consistently pushed for the inclusion of women in decision-making spaces.
Beyond advocacy, I also create opportunities—whether by recommending women for board positions, mentoring them for leadership roles, or ensuring that policies are designed to support female advancement. Representation matters, but strategic positioning matters even more.
Your focus on sustainable wealth inclusion is intriguing. How are you leveraging legal innovation to make financial services more accessible to traditionally underserved populations?
Wealth inclusion isn’t just about giving people access to financial services—it’s also about ensuring that structures exist to sustain and grow that wealth. One of the ways we do this at Structure HQ is through our Private Affairs Management service where we design structures that allow individuals to create sustainable wealth.
We also partner with clients from time to time to deploy innovative products which focus on expanding accessibility to financial services, we ensure that the product delivery and impact is not compromised as we balance each client’s regulatory obligations.
As a mentor to women in the legal and corporate world, what patterns have you observed about the unique strengths women bring to governance and leadership roles?
Women bring an incredible blend of emotional intelligence, risk management, and resilience to leadership. One thing I’ve consistently observed is that women approach governance with a holistic mindset—we don’t just see policies; we see people. And that’s a strength.
Women also tend to be detail-oriented and proactive, ensuring that governance structures don’t just exist on paper but actually work in practice. They bring a level of adaptability, attention to detail, and emotional intelligence that significantly enhances governance and leadership.
I’ve also observed that women often take a holistic approach to problem-solving, balancing both strategic foresight and ethical considerations. We tend to prioritize collaboration, which is critical in governance where consensus-building is essential.
These strengths make women uniquely positioned to drive sustainable and ethical business practices, and I strongly believe that organizations thrive when they embrace and empower female leadership.
