Leading from the Front: Policy, power, and breaking barriers in Nigeria’s energy sector

I did not enter Nigeria’s energy sector through engineering, I entered it through questions.

Questions about why energy policies, no matter how well designed, often fail to translate into real impact. Questions about why communities remain underserved despite increasing attention to renewable energy. And more importantly, questions about what it truly takes to move from policy to power.

These questions shaped my academic journey, culminating in a PhD in Public Policy with a focus on renewable energy policy. But over time, it became clear to me that understanding the problem was not enough. I wanted to be part of delivering the solution. That decision led me into entrepreneurship.

Today, as a co-owner of Alfuttaim Nigeria Limited, an energy company focused on delivering sustainable and decentralised power solutions, my work sits at the intersection of strategy and execution—where policy ambition must meet operational reality.

Co-founding the company was not just a business move; it was a deliberate step into execution. Building the company from the ground up required translating ideas into structure—developing a vision, assembling a team, navigating regulatory systems, and earning credibility in a highly competitive and technical industry.

In the early days, progress was anything but linear. Like many businesses operating in Nigeria’s infrastructure space, we had to navigate uncertainty ranging from financing constraints, operational challenges, and the realities of delivering projects in complex environments. But over time, through persistence and a clear focus on delivery, we evolved into a company capable of executing large-scale energy solutions.

That growth built the foundation for larger opportunities.

As part of our expansion into renewable energy deployment, we participated in the World Bank-supported DARES (Distributed Access through Renewable Energy Scale-up) programme, implemented by the Rural Electrification Agency. Through a highly competitive and rigorous process, we secured a $6.4 million grant to develop solar mini-grids across 10 underserved communities in Kano State, with a planned generation capacity of approximately 1.2 megawatts. In addition to this grant, we also mobilised further financing of $4.6 million from Bank of Africa UK and Impacta Global, further strengthening the project’s financial base and reinforcing investor confidence in our execution capability.

Today, deployment is actively underway. Across multiple sites, progress is visible—from solar panel installations to distribution infrastructure. What started as an idea rooted in policy is now taking physical shape in communities that will soon have access to reliable electricity.

This journey, however, has not been without its challenges.

As a woman co-leading a company in a traditionally male-dominated sector, I encountered resistance early on—sometimes subtle, sometimes explicit. There were rooms where my presence was questioned, and moments where my expertise was underestimated.

But those moments became defining in a different way.

I learned quickly that credibility in this industry is built through delivery. Over time, consistency, technical understanding, and strategic clarity became my strongest responses, not through assertion, but through execution. Today, I do not just occupy space in these rooms, I contribute meaningfully to the decisions that shape projects and outcomes.

Importantly, this experience has also shaped how I lead. I am deeply aware of the need to create pathways for more women to participate in and lead within the energy sector. Diversity is not just a social imperative; it is a strategic advantage, particularly in a sector that requires innovation and inclusive thinking.

Working across project sites has further grounded my perspective on impact. Energy is not an abstract policy goal, it is a lived reality. Reliable electricity determines whether businesses can operate, whether healthcare services can function effectively, and whether communities can truly thrive. Seeing this firsthand has reinforced the responsibility that comes with delivering energy infrastructure.

I operate with a dual perspective, grounded both in policy and in practice. I understand the importance of regulatory frameworks and long-term strategy, but I also recognise that real impact depends on what happens on the ground. Policies must be adaptable, and solutions must reflect local realities.

If there is one lesson my journey has taught me, it is this: execution is where credibility is built. It is not enough to design policies or secure funding—we must deliver outcomes that people can see and feel.

Nigeria’s energy future will depend on how effectively we can close this gap. The private sector has a critical role to play—not just as a service provider, but as a partner in national development. By aligning operational expertise with policy objectives, we can accelerate progress and deliver solutions that are both scalable and sustainable.

For me, this journey from policy research to building a company, delivering projects on the ground, overcoming resistance and leading complex initiatives is still unfolding. But it has already reinforced a fundamental belief: real impact happens where knowledge meets action.

Because in the end, progress is not defined by what we plan, but by what we build, power, and sustain.