At Entrepreneurs.ng, we believe that enduring businesses are built by entrepreneurs who think beyond immediate wins. One such journey is that of Sylvanus Ogbor of CLEOLE Nigeria Ltd, a food industry professional and leadership development advocate driven by a simple but powerful question: how do we build businesses that last and create value at scale?
Grounded in food science and systems thinking, his manufacturing journey revealed the gap between potential and execution. Building food businesses across Nigeria and Ghana, including CLEOLE Nigeria Limited and the Soleta Foods brands, he learned that lasting entrepreneurship depends on structure, people, discipline, and leadership, not ideas alone.
Today, his work spans enterprise building, capacity development, and thought leadership, focused on strengthening food systems, developing leaders, and building organisations designed to serve both markets and communities for generations.
Tell us about Sylvanus Ogbor of CLEOLE Nigeria Ltd. What is your background, and how did your entrepreneurial journey begin?
I am Sylvanus Ogbor. I am an entrepreneur in the food industry, and I am also passionate about leadership development. My background is in food science and manufacturing, and I naturally think in systems; how things work, where they break, and how to make them better.
My journey started with one question: how do we build businesses that last, create real value, and improve lives at scale? That curiosity pulled me into food manufacturing, where I saw the gap between what is possible and what actually gets executed.
Over time, I built and grew businesses like CLEOLE Nigeria Limited, Soleta Foods Ltd, and Soleta Foods Ghana, with a strong focus on quality, consistency, and scalability.
Along the way, I also began consulting, designing industry training, and writing books on entrepreneurship and leadership, because I realised building strong systems and building strong people must happen together.
Let’s talk about the name of your business. Where did it come from, and does it hold any personal significance for you?
Both names are deeply personal to me. CLEOLE Nigeria Limited is actually an abbreviation of my family names.
The “C” stands for Cleopatra, my wife; “L” is Lanime, my first daughter; “E” represents Eshi, my son; and “O” is Otana, my second daughter. It was important for me that the business carry my family’s identity and values from the very beginning.
Soleta Foods Ltd follows a similar pattern. “S” represents me, Sylvanus; “O” stands for Odion, my wife; “L” is Lanime; “E” is Eshi; and “T” is Tana.
For me, these businesses are more than commercial ventures. They are legacies tied to family, responsibility, and the long-term impact I want to build.
When you reflect on your journey, what first pulled you towards entrepreneurship, and how did your earlier passions prepare you for it?
Looking back, my move into entrepreneurship came from a strong desire to create solutions rather than simply operate within existing systems. Early on, I was fascinated by how ideas turn into products, how people align around a vision, and how value can be created sustainably.
My early experiences exposed me to both opportunity and inefficiency. I saw capable people limited by weak systems and good ideas undermined by poor execution. That pushed me towards building structures where people, processes, and discipline work together.
Along the way, I developed a deep interest in learning, leadership, and continuous improvement. Those experiences shaped how I think about quality, scalability, and long-term value.
Entrepreneurship became a natural extension of that journey, a way to integrate purpose, innovation, and impact while building businesses that grow people, industries, and communities.
Do you believe in mentorship, and how has guidance from others influenced the way you’ve built your businesses and leadership style?
Yes, I strongly believe in mentorship, both formal and informal. For me, mentorship is not about dependency; it is about accelerating learning through shared wisdom and experience.
Throughout my journey, I’ve been shaped by mentors from different spheres, business leaders, industry professionals, faith-based leaders, and deep thinkers who modelled discipline, integrity, and strategic thinking.
Some guided me directly through conversations and counsel, while others influenced me through their writings, teachings, and the way they lived their lives.
What mattered most was not just advice, but perspective. Mentorship helped me look beyond immediate challenges, avoid costly mistakes, and make decisions with long-term consequences in mind. I gained clarity around leadership under pressure, systems building, people management, and values-driven decision-making.
Just as important, mentorship taught me the responsibility to give back. I realised that leadership is not only about personal success, but about how many people you intentionally develop along the way.
Today, I remain both a student and a mentor, continually learning while creating platforms for others to grow. That cycle has been central to my journey and the impact I aim to sustain.
Would you consider taking part in business training programmes like the Entrepreneurs Success Blueprint if they align with your goals?
Yes, I am very open to structured business training programmes. In fact, learning and capacity building have always been central to my journey.
At the moment, I head a faculty at the Nigerian Institute of Food Science and Technology (NIFST) Academy, where we focus on developing industry-ready professionals.
Beyond that, I run a mentoring initiative called Business Troubleshooting (BTS), which is designed to help entrepreneurs diagnose challenges within their businesses and build practical, workable solutions. I also remain actively involved in knowledge sharing through speaking engagements at conferences and seminars.
So for me, programmes like the Entrepreneurs Success Blueprint align naturally with how I think about growth, continuous learning, structured development, and creating platforms that help entrepreneurs build stronger, more sustainable businesses.
When people look at your business from the outside, what don’t they see? What is unique about how it is structured, the culture you’ve built, or the way the brand operates?
Behind the scenes, our business is built on systems, not personalities, and culture, not slogans. We focus on clear processes, standardised quality systems, and data-driven decisions that allow us to scale without losing discipline or product integrity.
Culturally, we emphasise ownership, accountability, and continuous improvement. People are trained to think like stakeholders, not just employees. From a branding standpoint, we prioritise trust over noise, building reliable products and brands people can depend on.
What truly sets us apart is the alignment of structure, culture, and brand into one integrated system, enabling sustainable growth and long-term impact.
Every journey has its hard moments. What has been your biggest challenge, and how did you overcome it?
The biggest challenge I have faced has been building sustainable systems while scaling in complex and unpredictable environments. Growth was not the issue; growing well was.
As the business expanded, I realised that what works at a small scale quickly breaks down if it is not redesigned for growth. Maintaining quality across multiple operations, aligning people to standards, and staying disciplined under pressure required more than effort; it required systems thinking.
I addressed this by slowing down to strengthen the foundation. That meant investing in processes, developing leaders, standardising operations, and making tough decisions that favoured long-term stability over short-term gains.
I also shifted from doing everything myself to building teams and systems that could operate independently.
Those challenges ultimately became strengths. They reshaped how we build, scale, and lead, ensuring our growth is intentional, resilient, and sustainable.
Looking back, is there a decision you made along the way that you would approach differently today? What did that experience teach you
Yes, one decision I would approach differently is underestimating the power of delegation early on.
In the beginning, I took on too much myself, believing that staying closely involved was the best way to protect quality and standards. While it helped in the short term, it slowed growth and limited the development of others
The lesson was clear: leadership is about multiplying impact, not doing everything yourself. Once I began empowering the right people, building strong systems, and trusting them to execute, the business grew faster and more sustainably.
Today, I balance ownership with empowerment. I stay accountable for outcomes, while giving others the authority and support to act.
That shift has been transformative, not just for the business, but for the culture and talent within the organisation.
With everything that comes with running a business, how do you create balance between work, family, and personal time?
Balancing business and personal life is always a challenge, but I have learned that sustainable performance requires clear priorities and intentional boundaries.
I approach it in three ways. First, structure and planning. Just as I build systems in business, I apply the same discipline to my personal life by scheduling time for family, rest, and personal development.
Second, delegation and trust. I have realised I do not need to carry everything myself. Building capable teams and trusting them to execute creates space for both strategic thinking and personal life.
Finally, presence and mindset. When I am with family or taking personal time, I try to be fully present. Quality matters more than quantity. Those moments help me recharge, reflect, and show up as a better leader.
It is not always perfect, but over time, discipline and reflection have helped me maintain balance while growing both the business and myself.
Who are your core customers, and what do you do deliberately to create an exceptional experience for them?
Our customers are at the centre of everything we do. They range from everyday consumers who rely on our products for quality and value to businesses and partners who depend on us for consistency, innovation, and trust.
To create a memorable experience, we focus on three core pillars. First is quality and consistency. Every product and interaction reflects our commitment to high standards, supported by strong systems, clear processes, and continuous staff training.
Second is listening and adaptation. We actively seek feedback, track trends, and anticipate needs so that innovation is practical and meaningful, not reactive.
Third is the human touch. While systems help us scale, reliability, empathy, and accountability remain central. We respond promptly, take responsibility, and ensure customers feel valued at every point of engagement.
Ultimately, we measure success not just by sales, but by trust, loyalty, and advocacy. For us, an unforgettable customer experience means making every interaction simple, reliable, and genuinely caring.
On a lighter note, is there a customer interaction you’ve had, something funny or unexpected, that still makes you smile?
One experience that still makes me smile happened years ago while I was setting up a factory for a client in Port Harcourt.
At the kickoff, we completely underestimated how fast the brand would grow. Barely a month after launch, demand had exceeded our capacity.
On one of those very intense days, customers had waited overnight to collect their orders. In an attempt to calm them down, the CEO jokingly blamed the situation on me and on the equipment I installed.
He even nicknamed the machines “Break and Quench”. It was a tense moment at the time, but it quickly became something we all laughed about.
Looking back, it was a classic case of growth outpacing preparation, and a reminder that sometimes, even under pressure, humour helps everyone breathe a little easier.
With constant changes in the industry, how do you continue to innovate while remaining grounded in your original vision?
I see myself as both a student of knowledge and a student of life. I’m constantly learning and unlearning, but I also believe that experience and insight must be applied to real, pressing problems.
For me, innovation is not about chasing trends. It is about using knowledge wisely, drawing from what I have learned, testing it against reality, and ensuring it solves today’s challenges while adding value to the ecosystem tomorrow.
That balance allows me to adapt to change without losing sight of the core vision behind the business.
Let’s have some fun. If you had to describe your brand using a Nigerian slang, which one would it be and what makes it a fit?
I would say “Soft Life.” Not in the sense of shortcuts or comfort without effort, but because our brand is built to remove unnecessary friction.
Behind the scenes, there is structure, discipline, and a lot of hard work. However, the outcome for customers, partners, and even our teams is simplicity, reliability, and ease.
When systems work well, quality is consistent, and people are empowered, life feels softer.
So “Soft Life” represents what we aim to deliver: well-built systems that make everyday experiences smoother, dependable, and stress-free, even though the work behind them is anything but soft.
There are many perceptions about Nigerian entrepreneurs. Which one do you think needs to change the most, and why?
One stereotype I would really like to change is the idea that every enterprise must be judged purely on profitability, measured only in naira and kobo. While profit matters, it should not be the sole yardstick for success.
We need a paradigm shift towards value, impact, and sustainability. Businesses should be assessed by the problems they solve, the systems they build, and the lives they improve, not just their balance sheets.
For me, humanity is the greatest wealth any nation can create. When entrepreneurs focus on developing people, building ethical organisations, and creating long-term value, profitability becomes a by-product, not the only goal.
Changing this mindset is important because it shapes how we build businesses that can truly endure and contribute meaningfully to society.
If you fast-forward a few years, what would success look like for your business, and how would you like it to positively influence people and communities?
My dream is to build a household brand, one that becomes part of everyday life.
I want people to connect with my work in different ways, whether they are reading my books, eating our food products, or engaging with our services at home, in the office, or through social media.
The goal is to create value across touchpoints, be it food, knowledge, and service, so that the brand consistently adds meaning, quality, and relevance to people’s lives.
If we can do that well, the impact naturally extends beyond Nigeria, contributing to stronger systems, informed leadership, and better everyday experiences wherever people engage with us.
Many people want to start a business but are held back by fear. What would you say to someone standing at that crossroads?
I often think of the Israelites standing at the Red Sea. They did not cross from slavery into the Promised Land until the priests stepped into the overflowing waters.
The river did not part before the step, it parted after.
That is the message I have for anyone afraid to begin. Take the step of faith. Growth, clarity, and opportunity often come after action, not before it.
The future does not favour the comfortable; it favours the bold.
Is there any final thought or message you would like to leave with entrepreneurs reading this?
Entrepreneurship is not a bed of roses. It is a call to stretch yourself, to bite more than you think you can chew.
When you take that step, something interesting happens: the ecosystem begins to respond. Opportunities, support, favour, and help start to show up, enabling you to chew it well and chew it fully.
Growth rarely comes from playing safe. It comes from courage, responsibility, and the willingness to step into discomfort. When you commit boldly, the journey has a way of meeting you halfway.
Well, that was quite a journey, wasn’t it? And with that, we have come to the end of an inspiring conversation with Sylvanus Ogbor of CLEOLE Nigeria Ltd.
This conversation reveals more than a business journey; it captures a philosophy of building with intention.
From a deep curiosity about how systems work to founding and scaling food manufacturing businesses across Nigeria and Ghana, Sylvanus Ogbor’s path reflects a commitment to structure, leadership, and long-term value creation.
Through enterprise building, capacity development, and thought leadership, he has demonstrated that sustainable entrepreneurship is not about quick wins but about discipline, people, and impact
What is yours? Share your entrepreneurial journey with the Entrepreneurs.ng community through our Brand Story feature. Your experience could be the spark that inspires the next generation of builders, leaders, and changemakers.
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