‘We are fortunate to remain open for business in the middle of renovation’

When The Wheatbaker Lagos opened about 15 years ago, it made a bold impression on Nigeria’s hospitality landscape.

In an area such as Ikoyi, where many luxury hotels tend to follow familiar formulas, The Wheatbaker distinguished itself through a more intentional identity, rooted in art, culture, and a different expression of luxury. The hotel has sustained that distinct positioning over the years through regular upgrades, continuous staff development, and a commitment to evolving with the market.

In this interview with BusinessDay, Salome Danjuma, Food, Beverage and Spa Manager at The Wheatbaker, shares with OBINNA EMELIKE the hotel’s enduring relevance, the thinking behind its current renovation, the decision to remain open during the process, its refreshed wellness offering, support for the arts, and the outlook for the future.

How is The Wheatbaker brand fairing?

This year, The Wheatbaker marks 15 years. When the hotel first opened, there were not many properties like it in the market. We stood out because we were bold, distinctive, and willing to take a different path.

While others followed a more conventional approach, The Wheatbaker leaned strongly into art, indigenous culture, and the celebration of African identity. That remains central to who we are.

A phrase I often return to is “Vehicles of African Pride.” For us, it is important to demonstrate that excellence, Nigeria, and Africa belong in the same sentence. Being Nigerian is not a limitation; it is a strength. It gives us a deeper understanding of our market, our people, and the kind of quality experience we should be delivering.

We have also remained committed to youth development. In our own way, the brand has consistently tried to support young people and contribute meaningfully to growth within our
ecosystem.

What informed the current renovation project at the hotel?

We are in the process of refreshing the product.
At the end of the day, we are still a relatively intimate hotel, but no brand can afford to stand still.

If you do not continue to reinvent yourself, you risk becoming outdated. Reinvention is necessary, and renovation is part of that process.

That was the thinking behind this project. At the same time, we did not want to shut the hotel down entirely because doing so would have meant taking people out of work. Instead, we chose to carry out the renovation in phases, which has allowed our team members to remain employed throughout the process.

We are deeply grateful to our owners for supporting such a significant project in a way that also protected jobs. It has created many learning opportunities for the team. We have had to become more agile, more proactive, and more forward-thinking.

It has also pushed us to think beyond ourselves. That kind of long-term thinking is not always common, but it is necessary. As a brand, and indeed as an industry, we should be asking what
hospitality will look like in 30, 50, or even 100 years.

We may not personally witness all of that future, but the question is: what are we building that will endure? In many ways, that is what this refresh is about. Our owners are taking deliberate steps to strengthen both the property and the brand for the long term.

What offerings are currently in place?

When the full project is completed, we will share more with the public. For now, the most visible fully refreshed offering is our spa.

We are proud to have introduced a world-class spa experience, with beautiful treatment rooms, a steam room, a sauna, and thoughtfully selected products that are supported locally.

We have collaborated with a number of women-led businesses that produce in Nigeria. We are proud to collaborate with a selection of local brands, including Mint, Arami, House of
Bourgeoisie, and Modárà. These partnerships matter to us because they allow us to work with ingredients and products that are healing, intentionally sourced, and free from harmful substances.

We are very deliberate about wellness. Our focus is on creating an environment that supports our guests’ restoration, rejuvenation, and overall well-being.

What phase is the renovation project in now?

We are still very much in the middle of it. There is still more work ahead, but we are proud of the progress we have made so far.

The fact that we can continue to operate as The Wheatbaker, welcome guests, maintain meaningful interactions, and preserve employment for our staff is very important to us.

We consider that a privilege, and we are grateful for it.

Will there still be space for the arts after the renovation?

Absolutely.

We continue to work with Bloom Art, founded by Ugoma Ebila, who is an exceptional curator.

Our support for the arts remains very much intact.

Even in the spa, you can already see newly acquired art pieces. We are continuing to grow our collection, and that is something we are very proud of. We want to keep expanding what is
possible in the presentation and support of Nigerian and African art.

So yes, we remain committed supporters of the arts, and our collection has continued to grow over the past 15 years.

Beyond the comfort and luxury within the hotel, what other experiences can guests enjoy in the surrounding area?

We are fortunate to be located in a part of Lagos that offers both calm and access.

If a guest wants peace and quiet, Ikoyi can provide that sense of retreat. If they want a more social experience, Victoria Island is just a short distance away. There is also a padel court nearby, the golf club is close, and more retail and leisure options continue to emerge.

Lagos is growing rapidly. If you live here all the time, you may not notice it as clearly. But when visitors return after some time away, they often see how much has changed. The number of new
developments and construction projects speaks to the pace of that growth.

Ten years ago, it was easier to say you had tried every notable restaurant in town.

Today, the city has so many new restaurants and experiences that it is difficult to keep up. Are we where we could be yet?  No. But I do think we are seeing encouraging progress. In January, for example, I had the opportunity to go on an excursion to Badagry, and it was a wonderful experience. It reminded me how valuable culturally curated experiences can be.

It is also exciting to see the growth of festivals, music events, food gatherings, and fashion experiences. Lagos increasingly offers more than simply a place to sleep and recharge.

What about beach experiences for adventurous guests?

We have long admired Jara Beach and what the owners have built. They have done a beautiful job.

We are always open to collaboration. At the end of the day, we are stronger when we work together. So if a guest is looking for a curated beach experience or something similar, we have partners who can help make that happen.

How do you approach training to ensure quality service delivery?

Quite simply, the way to build a culture of training is to train consistently. People improve through exposure, repetition, and investment.

We are fortunate to have owners who understand the importance of training, not just in theory but in practice. They do not simply talk about it; they are willing to invest in it.

At the moment, we have been running exposure-based training programmes that have made a real difference. They broaden people’s perspectives and help them better understand why certain standards and practices matter.

That commitment to training and retraining has been one of the key reasons we have remained strong. You are only as good as your last performance. If you stop working at excellence, complacency sets in. We do not want that, so we continue to invest in learning.

Is 15 years in business not long enough to expand the brand?

We hear that question often.

But there is also value in allowing The Wheatbaker to remain fully itself, without diluting the brand. There is no point spreading yourself too thin and doing several things poorly.

It is far better to do one thing exceptionally well.
For now, our pride and our focus are in this location in Lagos, and we are proud of what The Wheatbaker represents here.

Of course, the future is open. Perhaps in the next 15 years there will be a Wheatbaker in Addis Ababa or Abuja. We cannot say for certain. But at this stage, our attention is on doing this well
and preserving the integrity of the brand.

As an independent hotel, how does the brand attract and retain guests?

We are fortunate that the way we treat people speaks for itself.

Over time, we have built a reputation that has stood the test of time. At this stage, we are confident in what we bring to the market. We believe we can stand alongside any branded hotel in terms of quality and experience.

That is why I return again to the idea of being “Vehicles of African Pride.” A name alone does not create value. What matters is the excellence with which you carry yourself and the consistency with which you deliver.

Many guests who would not ordinarily choose an independent hotel come here and leave with a different perspective. They discover that independence does not mean inconsistency. It can still mean quality, discipline, and reliability.
We also have many guests who have been with us from the beginning and continue to return year after year. That loyalty is a testament to the work the team has done over time.

How has the hotel remained afloat despite the challenges?

I think the answer is to take things one day at a time.

We have a loyal client base and longstanding guests who have supported us over the years.

When you have been in business long enough, you learn that resilience matters. You keep moving, one step at a time.

That is also why we continue to evolve, improve our product, and find ways to keep guests returning.

In 15 years, we have navigated many challenges and still performed well. We believe we will continue to do well because challenges are part of business, and overcoming them is part of the journey.

What about taxes and electricity supply?

Taxation is a constant in any market; if you are operating a business, you will pay taxes.

On electricity, I would say we have been relatively fortunate. We have actually seen improvements in power availability. That is why context matters so much.

In our own case, power supply has improved. We currently have three power sources, and that has strengthened our operations. Of course, everyone would like conditions to improve further, but overall, we have seen progress and hope it continues in that direction.

Do you subscribe to the view that the Nigerian hotel market is overpriced?

Anyone who runs a business understands that pricing is more complex than it may appear from
the outside.

There are many layers to operating in this market, and it is not as straightforward as people sometimes assume. Our cost structure is different. So when people compare Nigeria to other markets, the comparison is often incomplete because the underlying realities are not the same.

For example, we operate with three different power sources. Many hotels in other countries do not face that kind of operational burden. It is simply a different context.

So rather than comparing ourselves blindly to other markets, we have to respond to the realities in front of us. That is the business environment we are working in.

At the same time, we deeply appreciate our guests because many of them are also businesspeople. They understand what it means to manage costs and navigate difficult operating conditions. That makes them more empathetic to the broader realities behind pricing.

We are very grateful for our clientele. The market itself has also continued to grow. People talk about “Detty December,” and while the phrase is playful, the underlying point is real: more people are coming in, both Nigerians and non-Nigerians.

We are also seeing increasing interest from international visitors who want to experience Nigeria more intentionally. They want to explore, go out, and stay in places that reflect a certain quality of experience.

That growing interest supports the business. Challenges will always exist, but every business must find a way to meet its challenges intelligently.

What about occupancy?

Occupancy has been good and relatively steady.

As I said, we are in the middle of a renovation and still remain open for business. The fact that
we can say that with confidence suggests that a number of things are still working in our favour.