Fifty is often described as the age of clarity—a point where experience sharpens purpose, and ambition meets legacy. For Dr. Samuel Ogbuku, Managing Director of the Niger Delta Development Commission (NDDC), that milestone arrives at a remarkable intersection: his golden jubilee coinciding with the Commission’s 25th anniversary. It’s a rare alignment that feels almost poetic—one man’s life journey mirroring the lifespan of the very institution he now leads.
From his early days as a student activist and public relations officer of the Ijaw Youth Council to his current role steering one of Nigeria’s most scrutinised intervention agencies, Dr. Ogbuku’s career has been defined by persistence, strategic thinking, and a hands-on approach to development. Under his leadership, the NDDC has shifted focus toward completing long-abandoned legacy projects, championing agricultural self-reliance, driving digital education, and integrating youth into the heart of regional development rather than leaving them as bystanders.
As he celebrates turning 50, Dr. Ogbuku is not simply looking back at the roads he’s travelled—he’s focused on building stronger bridges for others to cross. His tenure so far has been marked by a deliberate push to restore public trust in the Commission, prove that accountability and delivery can coexist, and leave behind an institution more respected and effective than he found it. In this candid conversation with Konye Chelsea Nwabogor, he reflects on the milestones that shaped him, the challenges that sharpened him, and the vision he’s determined to realise for the Niger Delta.
Dr. Ogbuku, this year is special for you—turning 50 while leading the NDDC into its 25th anniversary. How does it feel to hit these two milestones at once?
For me, it’s a joyful moment because I remember when NDDC was established—I was in my final year at the university and never imagined I would one day head the agency. Today, I’m 50, and NDDC is 25. From completing my youth service, searching for jobs, and serving as Public Secretary of the IYC central zone, I began interfacing with NDDC, then led by Timi Alibe as ED Finance, advocating for youth rights. Those early visions we had as youth leaders have now come full circle as I celebrate NDDC’s 25th anniversary as its MD.
It’s a mix of pride and sober reflection—looking back at NDDC’s journey, assessing where it stands today, and imagining its future at 50. It’s also a personal challenge to leave behind a lasting legacy and footprints that the people of the Niger Delta will remember as part of the commission’s history.
Birthdays often inspire reflection. Looking back, what would you say are the key lessons life has taught you so far?
From 1 to 50 has been a long journey, and along the way, life has taught me valuable lessons. I always tell people—not to dwell on the experience itself, whether bitter or sweet, but on the lessons it leaves behind. These lessons have shaped who I am today. The bitter moments remind me that life should be better for others—that if I once struggled to feed, no one else should go through the same.
Growing up in a densely populated area of Port Harcourt, where few saw a future for children, I attended only public schools and never had the privilege of private education. These experiences inform my belief that things must improve for others. Today, the Lord has placed me in a position where my policies should not be targeted at the bourgeois, but at those on the lower rungs of society who need a bright future and a fair chance.
My policy is simple—focus on creating opportunities, improving access, and strengthening the systems that support the poor and underserved, particularly in education, infrastructure, and empowerment. If I could survive and succeed, so can others. We must not cut the bridge after crossing; instead, we should strengthen and fortify it for others to follow. My life, therefore, should serve as hope to the hopeless, showing that they, too, can rise and do better.
You’ve worn many hats over the years—student activist, government aide, and entrepreneur. How have these roles shaped the way you lead today?
I’veI’ve been a student union leader, a youth leader, a traditional ruler, and served in public service as Chief of Staff at the Government House from 2007 to 2012. I’ve also worked in the private sector, running my own agricultural firm before reaching this level. These roles have built the experience I have today, allowing me to easily connect with youths and students because I understand their challenges and feel their pains.
Without these experiences, that connection wouldn’t be possible. They’veThey’ve prepared me for this role, which is why we’vewe’ve been able to manage NDDC without agitations or gate blockades—the youths know I was once one of them, and many remember our days in youth activism together. This shared history has built a bridge of trust, and overall, these experiences have given me empathy, understanding, and the capacity to lead effectively.
Which of the Commission’s past achievements stand out to you as the most transformative for the region?
In the past 25 years, one project that touches me most is the electricity project we commissioned last year in Okitipupa , Ondo, which brought light to the entire Ondo South after 15 years without power. That’s 10 years after NDDC was established, yet these people had never seen light. Under this administration, and with the President’s directive to complete all abandoned projects—insisting this one must be done to touch lives—we went back, finished the work, and restored electricity.
The day we commissioned it, the governor was present, and the joy of the people was overwhelming. It felt like magic to them, something they thought impossible. So many states and areas have electricity, but here was an entire community—oil producers for Ondo State—left in darkness for years, almost as if being punished for what they contribute to Nigeria. For Mr President to make it a priority and ensure “let there be light” became a reality is, for me, one of the most impactful achievements in NDDC’s 25 years.
Since taking on this role, what has been your biggest priority for the Commission?
Well, our biggest priority is to carry out the President’s directive of completing all abandoned legacy projects. The Okitipupa electrification project I mentioned earlier is one of them. Another is the Ogbia-Nembe Road, commissioned last year—a 27km stretch with seven bridges and over 50 culverts—jointly constructed by NDDC and SPDC. We also commissioned the 600m bridge linking Ibuno to Eastern Ogulu in Akwa Ibom State, alongside other ongoing projects.
There’s the Kaa-Ataba Bridge, which we inspected recently with our Minister; at 1.2km, it’s the longest bridge in the region. The Okrika-Borokiri in Rivers State, connecting Okrika Island to Port Harcourt’s main town, is another legacy project. Many of these projects were abandoned for 12, 15, even 20 years. Mr President has directed that all must be completed for the benefit of the Niger Delta, because he has a passion for the region and its people, ensuring they get what they deserve. That is why he never turns his eyes away from what we do in NDDC, keeping a close watch through the Minister to supervise and keep us on our toes. Our goal is to complete as many of these legacy projects as possible, and we are working on them.
Agriculture and aquaculture are areas you have previously spoken passionately about—why do they matter so much for the Niger Delta’s future?
Agriculture is very important to our people because we must focus on food sufficiency and food independence. We cannot continue importing staples from outside the region when we have the land to grow them ourselves. This will also boost the GDP of the region across the various states. Every state has its own agricultural strengths—some in cassava, others in corn, and some in rice. And we have the perfect terrain for it. So why should we depend on imported rice when we have a natural terrain that doesn’t even need irrigation? Swampy areas are ideal for rice cultivation, and the Lord has blessed us with them, so we must take advantage of this.
Our plan is to create this consciousness and start by involving the various state governments. We will hold a mini agricultural retreat with all commissioners for agriculture from the nine states, then escalate it into a Niger Delta agricultural summit. From there, we will build a roadmap and a master plan for agriculture in the region. This has to be integrated—if Delta State is doing what works best for them, we should complement it with something else. The goal is to have an integrated agricultural system where everyone works together to ensure food sufficiency across the Niger Delta.
Are there any other particular projects you are excited about at the moment?
We are also excited about education because, beyond infrastructural projects, we must focus on training the minds of our future—the children in primary, secondary, and tertiary institutions. As an interventionist agency, we must support them, because no matter what we build, if the people’s minds are not developed, they may destroy what is on ground. That’s why we take education seriously.
Our foreign postgraduate scholarship program has been very successful, with high standards reflected in the many distinctions earned. A few weeks ago, I joined some of our scholars at the University of Coventry in the UK, where 32 out of 70 graduated with distinctions. In other universities, we recorded similar outstanding results. Coventry even confirmed that our scholars are the best compared to those from other agencies within and outside Nigeria, proving we have a solid selection process.
However, a major challenge affecting some scholars is a lack of computer literacy. From next year, beneficiaries must be computer literate to avoid struggling abroad, as some university graduates have never even used a computer. To address this, we acquired 45,000 uLesson tablets for primary and secondary schools across the region. These pre-loaded devices follow the curriculum, work online and offline, and connect to uLesson’s database for real-time learning. They give children—especially those without access to private tutors—the same learning opportunities as those who can afford them. This prepares young minds for digital learning.
Education is not only about building schools. If teachers are not well-trained or updated, the quality suffers. Digital learning ensures children can compete globally. That’s why we plan to acquire more tablets, as 45,000 is only the first phase, done in partnership with the First Lady’sLady’s Renewed Hope Initiative. She shares our passion for children’schildren’s education and guided us to provide digital learning aids. COVID-19 taught us the value of virtual learning, and we want our children to reach that level.
In addition to the foreign postgraduate scholarship, which takes 200 beneficiaries annually, we have now introduced a local postgraduate scholarship for those studying within the country, targeting 600 people. The CBT tests began last Friday. These efforts are all part of our investment in training the minds of the Niger Delta’s future.
The Niger Delta is known for its resilience, but it also faces complex challenges like youth restiveness. How are you addressing that under your leadership?
Youth restiveness in the Niger Delta, for now, seems to be a thing of the past. The region is currently one of the most peaceful areas in the country, especially under the present administration of Mr President. He was concerned about some of these challenges, particularly how to engage the youths of the region, and based on his directives, we went to work. Today, crude oil production is increasing, and there is a peaceful atmosphere. This peace is a result of our deliberate efforts to engage the youths—not just through training, skill acquisition programs, and entrepreneurship schemes, but by ensuring they are not spectators to development, rather active participants in it.
We have integrated them into our developmental programs and projects. Many who once loitered around NDDC gates, causing protests, are now part of our programs, with some even engaged as contractors. Our aim is to provide sustainable solutions, not short-term handouts. That’s why we discontinued certain past programs, like the water hyacinth scheme, where each youth got a slot worth N3 million but kept coming back for more. On assuming office, we made it clear we wouldn’t continue with such unsustainable practices, even though some youths initially rejected the idea because it was what they knew. We explained that it was exploitative and instead focused on initiatives with long-term benefits.
For example, some were given jobs under Operation Light Up the Niger Delta. They delivered on these jobs and earned better income. Our target is to see them grow—from constructing one kilometre of road to handling ten kilometres—because with the right will and encouragement, it is possible. One young man, once a leader in blocking NDDC gates, is now proud to have completed a one-kilometre road, along with two solar lighting projects. These are opportunities he never had before, and today, he feels more responsible, even in his appearance. Many have registered companies for the first time, learned how to update documents, and can now be seen at our procurement department actively working on contract requirements. This is how we are changing the youths’ mindset.
We are not stopping there. For those unable to take on contracts, we are providing sustainable skills training, including in tech, so they can develop software and work for organisations anywhere in the world while based in Nigeria. This way, they can be self-employed. We have moved away from old, ineffective entrepreneurship schemes that offered one or two-day training followed by a starter pack that was often sold immediately.
As we speak, there is an ongoing fashion and tailoring training in Port Harcourt with about 200 trainees. This is a three to four-month program, with full accommodation and care provided. Most of them are doing very well, and we carry out periodic inspections to monitor progress. These are the kinds of skills we are focused on—sustainable, long-term, and impactful.
One reason we are achieving this is our use of data. Through Project Hope, we have compiled detailed records of youths in the Niger Delta, identifying their passions and skills. This allows us to select participants who are genuinely interested in the training offered. In the past, slots were often filled by friends and relatives with no interest in the skill, like bringing people with no interest in welding to fill welding program spaces. By using data, we have introduced accountability—everything we report can be verified in our database. This is how we have redefined youth engagement in the Niger Delta.
How do you ensure that remote and underserved communities are not left out of NDDC’s interventions?
The truth is that we are doing our very best to ensure every community in the Niger Delta is reached. With the Operation Light Up the Niger Delta, we came up with, many communities can already see its impact. I’m not saying every community has felt it, but I can assure you the majority have. Some of these places are very far with difficult terrain, so we created a process where most jobs are given to people from those areas, so they can take projects to their communities.
In the past, contractors dictated where to go, choosing only easy, accessible terrains. We cannot leave out difficult terrains. We now force contractors to go to those areas, especially for those of us from the riverine areas. Inside all those areas, you see our projects not abandoned but start to finish, because we carry along people from those communities. That’s our policy: we don’t want our people to be spectators to development—let them be part of development. So, when we award projects, we consider where the contractor comes from and the contractor’s capability. If you just give contracts to friends, they won’t complete them, and they become abandoned.
Under us, we don’t want projects to be abandoned. You can go around and see that all the contracts we have awarded are ongoing; many have even been completed.
The NDDC has faced its share of public perception challenges. How are you working to rebuild trust in the Commission?
Since we came on board, we have worked as a team to change the narrative, and that means doing things differently. If people say NDDC never used to complete projects, we are now completing and commissioning them. If there was no confidence in NDDC, today we are proud to say NDDC is one of the most performing agencies under this administration. These are the steps we are taking to build confidence and trust in the minds of Nigerians.
Mr President has also stamped his feet to ensure NDDC performs well under his administration, and we are carrying out that directive. Above all, in changing perceptions, we are ensuring accountability and probity in all we do. That is why I came up with the policy of moving from transaction to transformation, to make sure everything we do is transformative, not just transactional.
Being transformative means ensuring accountability, probity, equity, and fairness in everything we do. To sustain this, we engaged KPMG to design our corporate governance structure, including our SOPs and Code of Conduct. That document is ready, and anytime from now, NDDC will begin implementation. This will ensure compliance with donor agencies, development partners, corporations, and the public, who will be able to look into our rulebook and see that we adhere to it.
These are the measures we are taking to change perception. I urge the public not to dwell on the past, but to look at what we are doing, what we have achieved, and what we intend to do. Join us in building a future for the people of the Niger Delta, rather than being discouraged by past experiences. Even if the past is discussed, we are not discouraged—we are determined to make that difference.
So how are you celebrating your 50th? You mentioned a book?
Yes, I am unveiling two books. One is co-authored by me and some other scholars from my department, Political Science and Administration at Uniport. The other is a collection of my thoughts and my vision for the people of the Niger Delta, as well as the things we have done guided by Mr President’s directive. I always tell people it is important to document; it is important to write literature because the future can be shaped through it. Writing literature fosters mentoring and guides leaders. Because of the lack of literature, many of our youths today are not properly guided. We must put our thoughts in writing to guide them—to let them see what we have done, make criticisms where necessary, and find ways to correct and build a sustainable future. That is why I felt the best way to celebrate my birthday is to unveil these two books—for the benefit of society and for the younger generation coming behind, so they can understand my thoughts and vision.
Can you give us a peek into your vision for the Niger Delta in the next 10 to 20 years?
My vision for the Niger Delta in the next 10 to 20 years is to see a region that has undergone a revolution of development—a region where most of the challenges we complain about today are no longer issues. I envision communities transformed by development, and a region that is industrialised, because industrialisation reduces poverty and creates job opportunities everywhere, engaging people in one way or another.
Unfortunately, most of the IOCs and many companies have left our region. The Niger Delta was once doing very well, but today, in Delta State, for example, Warri is like a shadow of itself because all the companies have gone. This decline was caused by the crisis we faced in the Niger Delta—youth restiveness and, in some cases, ethnic battles.
My vision is for the Niger Delta to bounce back. That is why we have been putting pressure on Chevron to partner with us to construct the Warri–Escravos road. We believe this road will link Warri to Escravos, the current oil hub in Delta State, boosting commerce and reviving Warri’s economy. These are the changes we want to see—industrialisation in the Niger Delta, food sufficiency in the Niger Delta, and a region that becomes a destination for every Nigerian.
Finally, at the end of your tenure, what would you want people to say about your impact on the Niger Delta?
By the time we are leaving, what I want people to see is that we were able to turn around an agency that was once condemned by almost everyone in Nigeria, and make it the envy of other agencies. Even Mr President has acknowledged that NDDC is doing well.
This means the narrative has changed. Today, we have partnerships with various foreign agencies, something that was never the case before. In fact, some of them are now the ones soliciting partnerships with us, which shows the level of confidence they have in NDDC.
Our ability to change that narrative and build a solid foundation for those who will take over—ensuring we never go back to the failures of the past—is, for me, what I consider our biggest achievement. The foundation we are building today will guarantee the future of the Commission.
