Lagos is a city that pushes, stretches, and demands constant problem-solving from the people who lead it, and since taking office in 2019, Governor Babajide Sanwo-Olu has had to navigate those pressures in real time — from floods and gridlock to the daily expectations of more than 20 million residents who rely on government decisions to keep the city functional. Through it all, Lagosians have seen a governor who is consistently on the move, visibly working, and deeply engaged with the people he serves.
What has defined his administration is a deliberate attempt to bring order, coordination, and long-term structure to a state that moves faster than most places in the world. Central to that effort is THEMES, his developmental blueprint for Lagos State — an acronym for Transportation & Traffic Management, Health & Environment, Education & Technology, Making Lagos a 21st Century Economy, Entertainment & Tourism, and Security & Governance. Its evolution into THEMES+ adds a wider social lens, emphasising Social Inclusion, Gender Equality, and Youth Empowerment in a “no one left behind” approach. For many Lagosians, this is where his steady, system-driven leadership is most visible.
But Lagos is more than infrastructure and systems. It is also the continent’s creative heartbeat — a city where music, fashion, art, nightlife, film, and digital culture shape not only identity but economic possibility. Under Sanwo-Olu, that creative pulse has been taken seriously as part of the state’s development strategy. The rise of Lagos as a year-round tourism and cultural destination — especially the now globally recognised Detty December season — reflects a government willing to treat culture not as entertainment alone, but as a genuine driver of jobs, investment, and city branding.
These transformations, both structural and cultural, frame the larger questions about leadership in today’s Lagos — questions only the governor himself can answer.
In this exclusive interview, he speaks to Konye Chelsea Nwabogor on those early challenges, the decisions behind THEMES+, the weight of governing a city this complex, and Lagos’ growing identity as a cultural and tourism powerhouse. It is a candid conversation about the work that happens behind the scenes — the long days, the constant pressure, the moments of connection with ordinary Lagosians — and what he hopes they will ultimately take away from his time in office.
Photo Credit – Ademola Olaniran
So when you assumed office in 2019, what did you quickly recognise about Lagos that shaped your early priorities?
Quite frankly, the size of the city, the intensity, and the enormous responsibility that came with it hit me immediately. We were sworn in around the end of May, which was the peak of the rainy season. By June, flooding had already started. There was no time to sit back, reflect, or ease into the job. You had to roll up your sleeves and get to work immediately.
At the same time, there was the Apapa traffic gridlock. The whole city was practically at a standstill. Coming straight from the campaign trail—where you’ve spent months discussing policy frameworks, economic plans, and growth targets—you suddenly find yourself dealing with refuse evacuation, traffic management, flooding, and road decongestion. There was no room for high-level strategy meetings at that point. It was all hands on deck.
People were already reaching out by the second week. You had to be on the streets, giving instructions, clearing drainages, freeing up roads, and responding to emergencies. That was also how I got to know the officers and line managers responsible for different areas. It wasn’t classroom leadership or office-based learning—it was leadership on the streets of Lagos. That experience gave me a firsthand understanding of the density, pressure, and intensity of the city.
So you basically hit the ground running. What was that period like for you?
There was a lot of energy. And so, if you remember, that was when they were calling me ‘pointing governor’. But I was actually saying to them, “What is going on here? Why can’t this one move? Why are we here?” And that for me was me expressing, giving instructions, or giving clarity. And then you hear all sorts of names, even within your first month. This one is clueless. This one will not be able to clear the streets. This one will not be able to manage. So yeah, that early period was intense, challenging, and real. It forced immediate action rather than long introductions or ceremonial inspection.
What indicators matter to you when you are assessing if quality of life has improved amongst your people?
One of the first things you see is the ability to absorb shocks. It means that people are progressing somehow. The resilience in Lagos is critical.
Then, there is also the spending power. You see that Lagosians, no matter what it is, you bring in anything, clearly they can survive. There is that spending power that Lagosians have. There is that economic independence that Lagosians have, that we know that with or without government, they will do well on their own
So apart from heavy infrastructure, you can clearly see some of those indicators of people doing well. I don’t want to use the word lifestyle, but based on the fact that they can continue to earn a living. They can stay resilient. They can commit themselves to whatever they find their hands doing, and they do it very well. Be it a small trader who wants to move from selling one whole tree of roasted plantain to having it in two or three other places, or just doubling that sale. That, for me, is growth for that person.
Let’s talk about tourism and the creative economy. At what point did you decide to be very deliberate about it?
From day one ! Under the THEMES agenda (now THEMES Plus), the last E is for Entertainment and Tourism. So we were intentional from day one. On the THEMES agenda, the “E,” the second “E” in THEMES, is entertainment and tourism. So we knew that part of our deliverables as a government was to look at the verticals of entertainment and tourism and identify what we needed to do differently.
And you know, the other reason why I say from day one is that tourism was actually the first ministry where, for the first time, I had three commissioners. So our intentionality was from day one. Our economic policy reflects it. The entertainment industry in Lagos, as far as we knew, was huge. The potentials were there. We needed to sit with them and see how we could be strong enablers for the entertainment space—music, fashion, arts, and all of it.
On the tourism side, it was also about opening up that industry, that sector. What are the things that help tourism—hotel businesses, airport issues, restaurants, and the rest of it? Everything that can make an experience work.
So we started meetings. We had conversations. Some rules at the time were strictly national, some were subnational. But a few of those things have now changed, where both national and subnational governments can act. So it’s a lot better.
Talking about Detty December now, the momentum starts from late November to mid-January. What are you doing intentionally as a state to take the experience beyond this period?
We’re working on calendarisation—spreading activities throughout the year: Easter, mid-year periods, conferences, exhibitions, and training programmes. December is attractive partly because of the diaspora returning home and the weather differences globally. That’s fine, but Lagos must be a destination all year round.
We’re attracting conferences, exhibitions, and meetings. We’re offering concessions, engaging immigration authorities on visa processes, and supporting large groups coming into the state. Some organisations approach us with visa requests for hundreds of people, and we intervene to ensure smooth entry. Planning and intentionality are key.
Let’s talk about E1. What was the intention behind Lagos getting involved?
We were lucky. We got into a room where conversations were ongoing earlier in the year. E1 itself is a sport activity. It’s a global sport that is under five years old. They were intentional about growing in developing nations. For the first time, they were looking for an African city and had four cities on their map. Once we got into the room, we said we wouldn’t let that opportunity slip. We were deliberate and quick to make commitments and ensure we met and exceeded their requirements.
For us, it was intentional. It was also about ensuring the Lagos story could be told using E1.
Other players may have had security perceptions or other metrics, but those are perceptions. When you calm down and engage, you correct them. We were able to convince and assure them that Lagos had all it takes to organise a world-class sporting event. History judged us. We turned out to be the very best in 2025—beyond expectations in quality, reach, and participation.
It wasn’t meant to be financially rewarding. But the awareness the city got, locally and internationally, was beyond the organisers’ expectations.
So, will E1 continue in Lagos?
Yes. How it works is that, at first, you enter into a three- to five-year agreement. So yes, it will happen next year and the year after.
At least for the next three years, E1 is secured for Lagos.
How do you stay grounded in a high-paced city like Lagos?
By ensuring that I’m connected with the people. Ensuring that you don’t have any airs around you. That you can relate with ordinary people.
You make yourself available. Everywhere you go, people want to take pictures with you. You make yourself available for selfies. You make sure you can have three to five-minute conversations with real people.
You can pick things in those three or four sentences that none of your aides will tell you. You listen to them, pick up their comments, hear their requests about your government, and use that to plan your next activities.
The other way is ensuring that your government is open. Open to public service, open to feedback. People can criticise you if there’s a need, and you should take criticism positively.
You maintain a digital presence on social media so you can understand how people perceive your government, what you’re doing right, and what you need to fix. Because if you say government is for the people, then you need to be out there—working, listening, and engaging.
We also try to unwind with them sometimes. That’s why social, cultural, and heritage events are important. I attend as many as I can to interact with people and give them a sense of togetherness and connection.
What part of the city’s evolution excites you, not just as governor, but as someone who lives in Lagos?
I’d say everywhere. The easiest answer would be Ikoyi or Victoria Island, but go to Surulere and see how the nightlife is thriving. Go to Alimosho. Alimosho is a new growth area with one of the largest populations. With the road connectivity we’ve done there, you see movement—average family men, families creating a new ecosystem of life for themselves.
Every part of Lagos has its own unique identity. Ikeja has its own flavour. There are people who live in Ikeja and say they have no business going to the Island, and that’s fine for them.
As governor, I see different parts and appreciate what makes each place tick. I try to relate to them in their own spaces. I cannot be governor for one place. I have to be governor for all.
The growth has been beyond our expectation in the last six years. Post-COVID, Lagos became a place where people found comfort and opportunity. It’s grown on an immeasurable scale.
When people look back at your time in office, what areas do you want them to feel changed the most?
It depends on who you ask.
Some people will say they just want the government to ensure they can move from one place to another safely. Security of life and property is one of the things we promised, and we believe we’ve done fairly well.
There hasn’t been any reported bank robbery in Lagos in the last five years. That’s true.
Another area is the youth population. We’ve empowered over 100,000 young people in one form or another—through grants, support, and direct intervention. We believe many of them will grow into business owners in the next five to ten years.
If I meet someone ten years from now who says, “Governor, you may not remember me, but you gave me ₦100,000 or ₦200,000 and see what it has become,” that would be heart-warming.
It wouldn’t also be bad if people remember that during our time, we built skyscrapers that changed the skyline of Lagos. COVID came, and we managed it. There are several things people will remember.
But as leaders, what we always pray for is that institutions are strengthened.
As a person, how would you like to be remembered?
I would like to be remembered as someone who gave his all, without regrets. Someone who meant well for everyone, regardless of their background. Someone who helped people move to their next level and made Lagos better.
Any idea what the next chapter will be like?
I’m very spiritual. God will help. But first, I want to rest. Politics is interesting, and I’ve given almost 25 years of my life to it since 2002. By 2027, it will be 25 years. So yes, I deserve rest.
And whatever comes next should not be about what I want, but about what people want. That should be the driving force. Leadership should be organic. You will make mistakes. But once intentions are genuine, you learn, you improve, and you continue to give your very best.
