Nigeria’s hospitality industry is evolving as new investments, expanding hotel brands, and changing travel patterns reshape the sector. As opportunities continue to emerge across business and leisure hospitality, operators and investors are also handling the realities of developing, managing, and sustaining hotels in an increasingly competitive market. In an exclusive interview with Nairametrics, Group Chief Executive Officer of Boulevard Hotel Group, Ekene Nnabuihe, shared his perspectives on the evolution of Nigeria’s hospitality industry and the opportunities shaping its future. He also discussed investment trends, beach tourism, and the structural changes needed to strengthen the country’s tourism ecosystem. Top 20 richest countries by average wealth per adult in 2026Breaking: NGX meets FTSE Rusell, international investors in London over T+1 concernsNavy destroys illegal refineries in Rivers, recovers 43,000 litres of petroleum products Nairametrics: Over the past two decades, you’ve worked across hotel sales, operations, development, and executive management. Looking at Nigeria today, where do you think the hospitality industry stands in its evolution, and what do you think investors, operators or even policymakers still misunderstand about the market? Ekene Nnabuihe: Over the past two decades, I have seen the Nigerian hospitality industry evolve from a largely traditional accommodation business into a more structured and sophisticated sector. We have witnessed increased investment, the entry of international brands, and a growing understanding that hospitality is not just about building hotels, but about creating sustainable operating businesses. However, one major area that is still misunderstood by many investors and operators is pricing strategy and revenue management. Hospitality is not simply about filling rooms; it is about maximising the value of every available room through data-driven decisions. Many hotels still rely on competitor pricing or cost-based pricing rather than understanding demand patterns, customer segments, booking behaviour, and market trends. A hotel room is a perishable asset — once a room goes unsold for a night, that revenue opportunity is lost. The future of Nigerian hospitality will depend on operators adopting professional revenue management, technology, and international best practices to improve profitability and deliver better value. The opportunity in Nigeria remains enormous, but success will come from treating hotels as sophisticated commercial businesses, not just real estate assets. Nairametrics: Having worked across several Nigerian cities and other African markets, how would you assess Nigeria’s competitiveness as a destination for hospitality investment? What do you think we’re getting right, and where are we still falling behind countries that have built stronger tourism economies? Ekene Nnabuihe: Nigeria remains one of the most attractive hospitality investment markets in Africa because of its population, strong business activity, entrepreneurial energy, and position as one of the continent’s largest economies. The demand drivers are significant — from corporate travel and domestic tourism to conferences, entertainment, and emerging leisure segments. What we are getting right is the increasing recognition of hospitality as a serious investment sector. We are seeing more local investors, stronger hotel brands entering the market, and operators beginning to adopt international standards in service delivery, technology, and management practices. However, where we still need to improve is in developing a more complete tourism ecosystem. Countries that have built stronger tourism economies have invested consistently in destination marketing, infrastructure, ease of travel, security, and creating experiences beyond the hotel itself. A great hotel can only go so far if the destination lacks connectivity, attractions, and a seamless visitor experience. Nigeria has the resources,
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