Ifeyinwa Ighodalo is the Founder and CEO of DO.II, a foremost indigenous furniture manufacturing company. She is also one of the founding members and immediate past chairperson of Women in Management, Business and Public Service (WIMBIZ). In this interview with YETUNDE OLADEINDE, she talks about her experience as a manufacturer, how she started as a Co-founder of Design Options, which metamorphosed into DO.II, 36 years ago at the age of 27, the opportunities in the sector, mentoring and more.
WHAT is your typical week like?
Typically, after a restful night, my morning routine involves quiet time, exercise and lots of water. Exercise, lasting from a few minutes to an hour, energises me and clears my head. As I start my day, even during workouts, I engage in work-related activities, responding to messages and handling calls. I aim to be at the office an hour or two before my first appointment, though my work location has shifted, with more focus on the retail store closer to me.
My schedule includes bi-monthly management meetings where I oversee operations and ensure everything is running smoothly. While I used to personally meet clients at showrooms, I have delegated this responsibility to the sales and projects team, freeing me to work online from various locations. I maintain a healthy diet, waking up between 6 and 6:30 am and allowing an hour for exercise before starting my day.
On a good day, I leave the office between 5:30pm and 6 pm. But this can extend to between 7:30pm and 9 pm on busier days with meetings or projects. Previously responsible for driving, my current focus is on overseeing finer details and ensuring everything is in order. My day varies, and early mornings provide a time for clear thinking and strategic planning without external interruptions.
Let’s talk about your work-life balance…
Since the beginning, I have acknowledged the inherent challenges of achieving work-life balance. At a WIMBIZ conference held at Landmark Hall, the keynote speaker aptly expressed that the concept of work-life balance is a fallacy; something inevitably has to be sacrificed. This resonated with me as I have observed that while some highly successful individuals may excel in their careers, their family lives may not reflect the same level of happiness. Conversely, those not faring well professionally may find solace and joy in their family lives. True success, then, lies in the ability to navigate both spheres, even if the balance is not perfect.
One of the driving forces behind starting my own business was the aspiration to have control over my time. However, the reality is that there are occasions when one’s time is not entirely one’s own, especially when attending events that extend into the evenings. Despite these challenges, my family has always been my priority, and I am fortunate to have an extremely supportive husband.
The pursuit of a good work-life balance necessitates careful consideration of the choice of spouse. The truly successful individuals are those who manage to succeed both in their home lives and careers, showcasing the importance of aligning priorities for a fulfilling life.
For quite some time, there has been a narrative about the limited representation of women on the boards of organizations. Did you perceive it as a male-dominated world, and if so, have you noticed any significant changes over time?
In our current society, we are still entrenched in a predominantly male-dominated world, and thanks to forums like WIMBIZ, the stark numbers highlight this reality. Women continue to grapple with issues of pay equality, representation on boards and the overarching challenge of achieving work-life balance. Middle management, while featuring a significant number of women, experiences a decline as career demands intensify. The challenges become apparent in personal experiences, such as a mother’s departure affecting a child more profoundly than a father’s. The importance of a supportive partner becomes evident in navigating these challenges.
Success, for me, involves taking measured steps back at times to allow my husband the space he needs. It underscores the mutual support required in a partnership. This collaborative effort extends beyond individual relationships, with many men, including my husband, actively advocating for increased female representation on boards through partnerships with organisations like WIMBIZ.
The benefits of having more women on boards are well-established – loyalty, hard work, and heightened intuition. While progress is evident, especially in Western societies, there is room for improvement in Africa, and initiatives like WIMBIZ play a crucial role in fostering gender equality.
What are the challenges with regard to government’s policy?
One of the primary challenges we face is the importation policy, which proves to be very challenging. While we strive to source most of our materials locally, there are instances where diversification becomes necessary. However, existing policies can hinder these efforts, and we call on the government to review and improve them. The fluctuating exchange rates further compound the issue, leading to increased material prices and causing frustration among clients who witness price changes within a short period.
The power situation is another significant hurdle for business growth. As we expand, the need to generate our own power becomes apparent. The cost of diesel, a vital power source, is exorbitant and eats into our profits. The government’s involvement in supporting businesses, especially in addressing power challenges, is seemingly lacking.
Education is a critical area that demands attention. While we contribute to creating value and employment, the weight of responsibility is significant, considering the impact on the people and families we support. Adequate support in terms of education and skill development is essential for sustainable growth. Infrastructure is another pressing concern. Poor road conditions extend the delivery time for goods, as exemplified by a five-day journey to Jigawa due to bad roads. The state of the Auchi-Benin Road in Edo State is deplorable, almost impassable. The inefficiency of the rail system for transportation exacerbates these challenges, raising questions about why it is not functioning optimally.
How would you assess the broader societal impact of your company on Nigerian citizens over the years?
Our presence as a business has become a source of inspiration for many. People observe that a woman can lead and run a successful enterprise, and this visibility is crucial. While we have men as part of our team, being women-owned and women-run sends a powerful message. The impact of our story is amplified with the help of the media, allowing us to share our journey and inspire other women.
Let’s talk about life as an entrepreneur and how it all started.
I founded Design Options 36 years ago at the age of 27. I had a partner and we were together for 25 years. She had an illness but she is okay now. We thank God but the casualty of her illness was Design Options, having run a business and built it up into a household brand. It is basically the same company but half of the leadership was put aside. After starting from scratch at 27, I had to restart from scratch at 52. What helped me was that I had the support of the team and two of them are now directors of DO.II.
I have always harboured a deep desire to contribute to Nigeria’s progress. Even from a young age, I aspired to empower people, generate employment and create substantial value. It was crystal clear to me that this was my calling. In the initial stages, I contemplated venturing into interior decoration. However, when people mistakenly label me as an interior designer, I correct them promptly. I am, in fact, a furniture manufacturer.
Upon exploring interior design, I pursued formal education in the field. During this time, a crucial realisation struck me: even if I crafted exquisite designs for various spaces, a fundamental question lingered: where would the furniture come from? Importing for every office project wasn’t a sustainable solution. Consequently, I pivoted my focus and resolved to dive into the realm of furniture manufacturing. The decision to switch gears marked the beginning of my journey into creating tangible, locally produced goods. This shift aligned with my vision of fostering self-sufficiency and contributing to the growth of our nation. Through this venture, I aimed to not only fulfill the aesthetic aspects of design but also provide a sustainable source of locally crafted furniture for diverse projects.
What motivated your decision to establish your own business?
Upon relocating to Lagos from the East where my parents and I resided, I secured employment at a furniture company. At the age of 25 or 26, after just a year in that role, I made the pivotal decision to venture out on my own. Despite my father’s reservations and constant admonitions, I persevered, and today, I stand here, a testament to God’s grace with a compelling narrative to share. I co-founded Design Options with a partner, and through dedication and hard work, we transformed it into a household brand, synonymous with locally manufactured furniture of exceptionally high global standards. Our clientele included major banks, corporations and even individuals, with a foundation built on serving expatriates. The expatriate market, demanding high standards, played a crucial role in elevating our craftsmanship; a standard we have maintained by the grace of God.
Following the liquidation, from the ashes emerged D0.II, symbolising the second coming of Design Options. Madam Chi and Madam Blessing, two remarkable ladies who migrated with me from the early days, now serve as executive directors alongside others. While the production team, sales, and white-collar staff remain my truck driver from Design Options, though it’s time for retirement, still faithfully navigates the roads. This journey is not just about furniture; it’s a testament to resilience, growth and the unwavering commitment to maintaining and exceeding the high standards set from the beginning.
Can you provide insight into the annual DO.II Big Black Friday sale that your company has been hosting for the past five or six years?
Every year for the past five or six years, we have hosted the DO2 Big Black Friday sale; a significant event held every November on Black Friday. Despite the official Black Friday being later, we intentionally generate awareness and hype in advance. The journey of DO.II began in the old Design Options room at 29/2C Ajose Adeogun, and after a few years, we relocated to 62D Akin Adesola.
Our first major milestone was moving from a 300-square-meter space to a 1400-square-meter
showroom at 642D, a flagship branch with four floors. This showroom, the first of its kind in Nigeria, offers a diverse range of office furniture, home furniture and accessories, providing a comprehensive solution for all interior needs, including ceiling, window treatment and air conditioning. The expansion to our new location, with a showroom, factory, and warehouse, was not only strategic but also felt divinely guided.
In the ever-evolving industry, we pondered the necessity of physical branches in an era where online furniture shopping prevails. However, circumstances led us to believe it was a divine intervention, urging us to continue on this path. While we may not have branches across Nigeria, our focus is on dominating the online market. This launch marks the beginning of our Black Friday sales at the new Ikeja Showroom.
Although not the formal opening, it signifies our commitment to expanding strategically, possibly to two other states. For now, our primary goal is to face and dominate the online market, making our furniture accessible to a broader audience. Whether you visit the flagship store at 642D Akin Adesola or the new location at 100 Kudirat Abiola Way or shop online, our Black Friday sales promise an energetic and vibrant experience.
How do you get the raw materials for your products?
I am not certain if upholstery materials are currently manufactured or produced in Nigeria, and I’ll need to verify that. Examining our input materials, take the sofa for example, the frame and foam are sourced locally while the fabric is imported. Occasionally, we import high-quality veneer for certain aspects. This commitment to imported materials is driven by our dedication to achieving global standards. Our approach is not merely about assembling and putting furniture out there; it is about ensuring quality, meeting international benchmarks and maintaining a commitment to excellence.
How do you perceive the free trade zone project for Africa?
I believe it is a fantastic idea. But honestly, I am facing challenges securing it. As I mentioned, I had to restart after 25 years. Just when we were at the point of dealing with importation and expansion, unforeseen circumstances arose. It was a devastating setback. To put it in perspective, it is not like having a baby now and having another one later; it is akin to your 25-year-old child, and then you have to start from scratch. Even if it means adopting a one-year-old, you would do it. That is the current situation, and despite the hurdles, I sense progress.
The initiative for trade is commendable, and I hope it serves its intended purpose with the necessary support. Initiatives like these, though beneficial, often face challenges when human factors come into play. It is crucial that we maintain the essence of such programmes and work collectively to overcome any obstacles that may arise.
What proportion would you say is sourced locally and what percentage is imported?
Approximately 80% of our materials are sourced locally, with only about 20% being imported, and in some cases, the local percentage may even be higher. Primarily, our fabrics are sourced locally, showcasing a commitment to supporting domestic industries. However, when it comes to
manufacturing, especially considering the broader aspects of our company such as accessories, lamps, and decorations, a significant portion, around 95%, is imported. It is worth noting that while our home furniture meets global standards, we had to delve into importing office furniture to maintain market competitiveness due to certain components and machines not yet available locally.
In the past, we have had instances where expatriates were impressed with our products. I vividly recall furnishing the home of an oil company MD’s wife, who, upon leaving Nigeria, took some of our furniture back to America to showcase its quality. Despite such successes, our focus remains on continuous improvement. Discussions about expanding our capabilities began earlier this year, but due to the challenges of the past months, we strategically paused to ensure a successful execution. The process of placing orders, getting the lights on, and initiating operations took nearly three months to complete.
This year has been challenging for many with the exchange rate. How has this affected your business?
The current situation affects us across board—our component input, raw materials, and the
exchange rates are all impacted. Initially, I resisted changing prices, asserting that we wouldn’t increase them. However, we reached a point where I received frequent emails notifying me of rising costs for various materials like foam and spray materials for wooden products. These increases, sometimes by 100% or 200%, have been consistent for every single material. I have conveyed to my team the necessity of adjusting prices to reflect these changes, but there is hesitation, with reluctance to raise prices beyond 10% or 15%.
The reality is that we are often selling at a loss, even with the advantage of a rush of customers who can no longer afford imported finished goods. Despite this, the purchasing power in Nigeria, especially in Lagos, is nearly non-existent. Basic needs like water, food and rent take precedence over non-essential items like furniture. However, I remain hopeful that, by God’s grace, this challenging period is leading us somewhere positive. The resilience of our team and the loyalty of our customers are key factors that keep us moving forward.
Furthermore, what has been the driving force that has kept you going, overcoming challenges like the liquidation?
Firstly, being a woman in this industry is noteworthy, and I often start my interviews by emphasising that aspect. I am the eldest of three children, the first girl with two younger brothers. In the Igbo culture, I am known as Ada Ada, signifying the leader’s daughter or the daughter’s daughter, as I am the first grandchild on both my father’s and mother’s sides. Interestingly, when I was born, my father, expecting a boy, was surprised to find out I was a girl. He raised me not strictly as a girl but as his first child, imparting business knowledge to me. My mother, with a firm hand, instilled discipline and resilience.
Growing up in a family with a furniture company, I witnessed the challenges they faced with both imported and locally made products. One notable instance was when I addressed issues with the tailor making curtains for the company. After working with them for a while, I expressed my desire to study interior design abroad, but upon my return, I shifted my focus to furniture manufacturing.
Despite my father’s initial skepticism, he supported my decision. Moving to Lagos to start my business, he insisted I get a job first, which I did for about a year before founding Design Options with a partner. My determination and ability to navigate challenges have been crucial to my journey.
While the manufacturing aspect of the industry is more male-dominated, particularly in the manufacturing sector, interior designing sees a higher representation of females. However, for me, it was the manufacturing side that captured my interest and passion.
What kept you going despite all the challenges?
Passion is the driving force behind what I do. Between Design Options and DO.II, what kept me going during the liquidation phase was my commitment to my people. At the point of liquidation, we had nearly a hundred employees. Instead of taking a break for myself, I thought about their families and responsibilities. Even during the challenging period of liquidation, I ensured their last salaries were paid, and I provided stipends for training sessions. Divine intervention and the determination to restart guided us through this tough time.
We organized training sessions for both white-collar and blue-collar staff, securing a space on the island. From April to June/July, our first job after the setback was a library project for Lagos Prep School in Ikoyi. Despite not having a physical company, we managed to pay salaries and secure additional projects. A client in Abuja entrusted us with furnishing a block of flats. With renewed momentum, we acquired a new factory, and from there, we continued to grow.
During the liquidation, strategic decisions were made, and although we didn’t have a showroom initially, we eventually secured one in January. Our journey involved starting from the scratch and carving out a small space in the factory for photo shoots. By February, prayers were being offered, and despite a modest start, we steadily progressed. Today, we have outgrown our previous location, showcasing the resilience and progress of DO.II to the glory of God.
Managing artisans or blue-collar staff can present challenges. Could you share insights into how you handle this aspect of your workforce?
Handling artisans with an iron fist is how we manage our workforce. And while it is challenging, it remains a necessary approach. The primary issue we are facing with staff, and it is a nationwide concern, is the Japa Syndrome. This phenomenon affects the availability of skilled blue-collar workers. Production levels have seen a decline because apprentices require extensive training and supervision, unlike skilled artisans who can complete tasks efficiently. To address this, I am considering the establishment of a training school once the situation stabilises.
Our country possesses intelligent and capable individuals, akin to diamonds in the rough. Refining and educating our workforce will be essential to unlock their full potential. The prevailing focus on money over value creation needs to shift. Dealing with blue-collar staff is undeniably tough, but we have dedicated individuals on our team. Two ladies handle critical aspects—one oversees the blue-collar staff while the other manages sales and projects. The showroom we’ve set up stands as a testament to the effectiveness of our training approach.
In sourcing skilled labor, some individuals turn to artisans from Benin Republic and Togo. Have you ever considered exploring this avenue?
We have a few. To be honest, I wouldn’t lie, the other West African countries—Ghana, Togo, Benin—are very skilled. Usually, craftsmanship is a handed-down skill. You do an apprenticeship, you learn from your master, and so the better your master, the better your skills, the better your intelligence, and your devotion to your skills, the better your skills. That even says a lot about Nigeria. Our West African brothers and their artisans are really skilled.
The option I remember was our master upholstery which really helped with the standard; he was Ghanaian, and he was very good. Eventually, he left to set up his own business. With Nigerians, the ideal thing, that’s why I said a training school is to get them, get skilled masters and trainers from anywhere in the world, whether it is West Africa or Europe or Asia. Get them skilled masters and train them. But you know the problem, like somebody said, Nigerians are always in a hurry. Before they finish the training, they are gone. We’re in a hurry; we don’t wait to finish learning the skill.
