The Founder and Chief Executive Officer of DOII Furniture, Mrs. Ifeyinwa Ighodalo, in this interview with GBENGA SALAU, speaks on a number of issues around her business and the industry, providing insight on how she successfully ventured into a male dominated industry 36 years ago.

What motivated you to venture into furniture business?
Upon relocating to Lagos from the South 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 as a testament to God’s grace with a compelling narrative to share.
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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 that included 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 of Design Options, from the ashes emerged DOII, symbolising the second coming of Design Options. This journey is not just about furniture; it is a testament to resilience, growth and the unwavering commitment to maintaining and exceeding the high standards set from the beginning.

Can you provide insights on the yearly DOII Big Black Friday sales of your company?
Every year in the past five to six years, we have hosted the DOII Big Black Friday sales, a significant event held every November on Black Friday. Yearly, we intentionally generate awareness and hype in advance in marking the day.

We started DOII in the old Design Options showroom at Ajose Adeogun. We were there for a few years but four years ago, we moved.

As a company, our first major milestone was moving from a 300-square-metre space to a 1400-square-metre showroom at 642D Akin Adesola, 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 is gaining ground. 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.

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.
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How easy is it sourcing raw materials to meet the high taste of your clients?
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 import materials is driven by our dedication to achieving global standards. Our approach is not merely about assembling and putting furniture out there; it’s about ensuring quality, meeting international benchmarks and maintaining a commitment to excellence.

This year has been challenging for many businesses with the exchange rate crisis. How have you been able to cope?
The current situation affects us across board – our component input, raw materials and the exchange rate 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 per cent or 200 per cent, 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 to raise prices beyond 10 per cent or 15 per cent.

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, except 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.

What kept you going despite all the challenges?
Passion is the driving force behind what I do. Between Design Options and DOII, 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 organised training sessions for both white-collar and blue-collar staff, securing a space on the Island. In 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.
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During the liquidation of Design Options, strategic decisions were made, and although we didn’t have a showroom initially, we eventually secured one in January. Our journey involved starting from scratch, carving out a small space in the factory for photoshoots. 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 DOII to the glory of God.

Managing artisans could be challenging. Can you share insights on how you handle them?
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 could 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 in our team.

Two ladies handle critical aspects – one oversees the blue-collar staff, while the other manages sales and projects.

Our showroom stands as a testament to the effectiveness of our training approach. One of our team members, trained by one of the senior ladies, independently established the showroom. This individual, with five years of experience, recently had a baby and returned to work in May. She exemplifies the success of our training programmes.
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What’s your work life balance?
Since the beginning, I have acknowledged the inherent challenges of achieving work-life balance. At the last WIMBIZ conference, 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 evening. Despite these challenges, my family has always been my priority, and I’m 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.
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Recognising the impact of government policies on industries, what demands would you make from the government for your industry?
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.

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. A holistic improvement in infrastructure is crucial for the seamless movement of goods and sustained business growth.
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