Long before “local content” entered Nigeria’s policy vocabulary, and long before the “blue economy” became a global development buzzword, Engr. Greg U. Ogbeifun was already doing the work, building ships, building companies, building capacity, and, in many ways, building a future the country had not yet imagined. In an industry once dominated by foreign players, he carved out room for indigenous excellence through technical mastery, strategic daring, and an unwavering belief that Nigerians could lead on their own waters.
For over four decades, his imprint has shaped the nation’s maritime landscape from founding Starzs Investments, one of Nigeria’s most dependable marine logistics companies, to establishing the country’s first privately-owned ship repair yard, to influencing national manpower development as a member of numerous government committees, industry councils, and international advisory boards. Across his companies, more than a thousand Nigerians now work in marine logistics, ship repair, gas development, security, automotive engineering, and hospitality, a testament to a vision rooted in long-term national capacity.
Yet beyond the impressive titles and industry accolades lies something more telling: a builder who chose to stay the course in Nigeria when the easier option was to build elsewhere. He has navigated policy uncertainty, economic downturns, shifting industry dynamics, and the quiet solitude that often shadows pioneering work, not out of convenience but out of conviction.
At 75, Engr. Ogbeifun reflects not from a place of nostalgia but from a lifetime of lessons, on bold beginnings, decisive risks, resilience in the face of doubt, and the discipline required to build from obscurity to industry relevance. In this milestone conversation, he speaks frankly about what Nigeria still gets wrong about its maritime potential, the opportunities the country continues to overlook, and what the next generation must understand about patience, excellence, and staying power in a sector and a nation that rewards those willing to build with intention.
Congratulations, Sir. Turning 75 is no small feat. When you pause and look back, what stands out to you most about the life you’ve lived so far? You began your journey in Marine Engineering long before it was seen as a viable or glamorous path in Nigeria. What drew you to it in the first place?
When I pause and look back, what stands out to me most about the life I’ve lived so far is that from the day or even before I was born, God had destined a peculiar and unique life for me, and God has had a hand in every step of my life so far. My journey in marine engineering was a journey of purpose. When I finished high school, I knew I wanted to be an engineer. I knew clearly that I did not want to be a regular engineer. I wanted to pursue something different from conventional mechanical engineering, civil engineering, electrical engineering, and the like. It was a chance of destiny when I read in the newspapers that both the Federal Government of Nigeria and the then Shell Petroleum Development Company of Nigeria were advertising a scholarship scheme for young Nigerians to study Nautical Science and Marine Engineering. I subsequently applied to Shell and the Federal Government for the scholarship. After a series of interviews, I was lucky to be awarded a scholarship to study Marine Engineering by both Shell and the government. My decision to accept the Shell Scholarship was predicated on the fact that from Day 1 with Shell, I will be placed on a salary. Subsequently, I proceeded to the United Kingdom (UK) to begin my journey to become a Marine Engineer under the auspices of Shell Tanker UK, marking the beginning of my journey to where I am today.
In those early years, when resources were limited and recognition was scarce, what kept you going?
I would say destiny. Also, back then, our country, Nigeria, offered numerous scholarship opportunities, having recognised that the lack of resources could hinder the ability to identify young, talented people with the potential to succeed. Getting those scholarships depended on a child’s academic intelligence. There were many scholarships available, but you had to earn them by excelling academically. Coming from a modest home, I knew that to improve my life, I needed to focus on my academics. This led to scholarship opportunities from as early as class three, the current equivalent of SS1. I received my first scholarship from the Benin Local Authority, which supported me through my West African School Certificate (SS3). The principal of my secondary school, Casto .V. Alonso, a British man, also awarded me a scholarship to complete my higher education, which is equivalent to the A-levels, after which, I received the Shell Petroleum Development Company of Nigeria scholarship. You can see that, through sheer brilliance and God’s grace, my entire educational journey from the end of the 3rd year of secondary school enabled me to become a marine engineer.
When you founded your first company, did you already see yourself building an ecosystem, or were you simply responding to immediate needs as they arose?
I would say it was purely luck: I had been asked to resign from my job, and at the time, I had only N100 in my pocket. I didn’t immediately set out to build an ecosystem. I was primarily focused on surviving until one thing led to another, and I got opportunities to conduct survey inspections. From there, the rest is history, as it progressed from one stage to another. It unfolded naturally, and I now believe that God’s divine guidance was steering the course of my life.
How did you navigate building indigenous capacity in an industry dominated by international players who already had the advantage?
First, during my time in the UK, I trained as a marine engineer with Shell Tankers UK, under whose auspices I was trained on behalf of Shell BP Nigeria. I was determined to study and work hard to become the best marine engineer I could be. This was exactly what I did. I returned to Nigeria after 11 years of my sojourn with a first-class combined certificate and steam and motor certificates of competency, which were the highest in the industry worldwide at the time. With these, I was highly qualified for any role in the industry requiring that level of expertise and competence. The British firm was the first to employ me when I was working for the United Arab Emirates in Kuwait, and then brought me back to Nigeria after my certification. From that moment on, in a predominantly male industry, I was one of the few Nigerians operating at the management level. That continued until I realised I was underutilised and needed to go out on my own, which I did. While working for myself, I had no choice but to give my very best. Whether I’m working for individuals or providing services for multinationals, I always ensure I deliver, do my job well, and seize opportunities so that everyone is very pleased to work with me again. Through fate, I managed to gather the resources I needed at that moment to purchase an old, abandoned tugboat I spotted in the creek. I worked on it and refurbished it myself in a yard, and after completing the refurbishment, Shell Nigeria awarded the boat a contract in 1988 at a rate of 600 naira per day for the first six months. That was when I started to see some resources, which I diligently worked to grow into the business.
Looking back now, what did you underestimate when you first entered the maritime and energy space?
Honestly, what I underestimated when I first entered the maritime and energy sector was how few Nigerians, both in the public and private sectors, knew about the industry. As early as the 1970s, Nigeria already had a robust global trading line, the Nigerian National Shipping Line, with its operational headquarters in Liverpool. Many expatriates were involved in the industry; Egyptians and others of other nationalities ran the ships. As more Nigerians were trained by the National Shipping Line and employed, awareness started to grow, yet the industry was still quite new in the country. The government did not, at the time, see the need to raise national awareness of that sector. For some of us privileged to be trained in the industry abroad, when we returned, we chose not to leave the country, despite greener pastures elsewhere. This was to enable us contribute our quota in deepening Nigerians’ involvement in both the public and private sectors of the industry. That is why this year, my shipping company, Starzs Investments Company Limited, will be celebrating 40 years of existence. Thanks to the success I have achieved in helping Nigerians take control of their destiny in this sector. I believe we are doing very well as a company. On the Nigerian government’s side, yes, much has been accomplished, especially since the establishment of the Ministry of Marine and Blue Economy, and, thankfully, with a minister like ours, who is committed to ensuring Nigeria reaches its full potential both domestically and internationally.
If Nigeria’s maritime story were being told honestly, what chapters do you think are often ignored or misunderstood?
One important chapter often ignored is that the maritime industry is international, and we cannot grow or compete in isolation. Secondly, people do not understand how long it takes to train and develop a Nigerian maritime professional. It took me 11 years from starting my cadetship to becoming a well-qualified officer, 8 years to reach the first stage of our professional training, and then an additional 3 years, during which I took my fate into my own hands and ensured I completed it quickly, 3 years instead of 5. Technically speaking, it takes about 12 to 13 years to produce a maritime seafarer who meets international standards at the highest level and is capable of becoming a chief engineer, master mariner, or ship captain. Another often-ignored aspect is the realisation that a maritime nation like Nigeria must play a critical role in international shipping affairs. You also find charters and conventions of the International Maritime Organisation that are signed but not domesticated, which would otherwise enable Nigerian maritime players to operate and participate in the industry in accordance with global standards. Ours is a very specialised profession, and one major tool or platform required for us to maximise our global participation in shipping, in particular, is that Nigeria must find a way to re-enter global shipping. Thank God for the likes of Nigeria Liquified Natural Gas Company, which set up a shipping arm to carry its cargo around the world. Today, it has over twenty ships that provide platforms for young Nigerians to be trained as seafarers to international standards. We need ships, and we also need to understand that it takes a long time to produce seafarers who can operate them to an international standard.
The blue economy is now a buzzword, but from your perspective, what does Nigeria still need to get right for it to truly work?
For Nigeria to succeed in the maritime and shipping sector and make it genuinely effective, it must make all necessary efforts to promote local trade using Nigerian-owned ships, registered and flagged in Nigeria, supported by the right fiscal policies to ensure the success and sustainability of those operating in the sector. By doing so, we can demonstrate to the world that we are a true maritime nation. Despite having a population of about 230 million people, all our imports and exports are transported by foreign ships flying foreign flags. This is unfortunate, and reversing this trend as quickly as possible is essential.
You’ve created thousands of jobs and trained generations of professionals — what gives you the greatest satisfaction about that impact?
Interesting, you asked this question. Truly, what gives me the greatest satisfaction about the impact I’ve had in our sector, as you mentioned, is creating jobs and, in particular, developing a trained generation of professionals in my area of expertise: the maritime industry and related fields. It is satisfying, and I am grateful to God for it. At 75, I can look back and, as you said, I have produced quite a few Nigerians through my professional competence, and many more are still in the process of development. By the grace of God, I have established platforms and companies in this industry, employing Nigerians and nurturing these professionals. It is profoundly gratifying, and I am thankful to God for this.
Failure is often edited out of success stories. What is one setback that shaped you more than any win?
Well, I’m glad you refer to it as a setback. You ask what the setback is rather than failure. Yes, setbacks sometimes delay your progress, so you can maximise your opportunities of success. In my own case, I would say that one setback that has shaped me more than any achievement was the day I was asked to resign from my job, and that was on the 30th of June 1986. Up until then, I always thought I would be a staff member, an employee at companies, and rise to the highest level in the organisation. I never imagined I would have to go into business because I didn’t think I had what it took to cope with the rigours of business. But that setback of being asked to quit my job with little or no money, let me put it this way: after that happened, I, of course, naturally began to look for another job, and within a couple of weeks, I was offered two jobs, one by NNPC and the other by a classification society. The temptation to jump back into employment because of the uncertainty was there, but something inside of me said no. If, after all your dedication, hard work, and passion for your previous employer, you find yourself here, I would not want to work for anyone anymore. I decided that, going forward in my life, I would work for myself, develop my skills, and be valuable to society. The rest is history, because I am grateful to God for the level He has brought me to thus far.
When you think about legacy, is it the businesses, the people, or the principles that matter most to you?
For me, when I think about legacy, what matters most is the people I have impacted, those I have been able to instil with principles that lead to success in life without compromising, hurting, or taking advantage of others who work for you. Because it is the people who shape your legacy, not the structures, money, or houses you leave behind. It is the people who remember to follow the footprints you’ve left in the sands of time and succeed.
What kind of leader do you hope your children and mentees remember you as?
This is an interesting reflection. My children and mentees would first remember me as a very strict and honest man. They will remember me as a workaholic, a generous individual, and someone who does not truly care about money or material things, but who values integrity, honesty, and good citizenship. They will remember me, of course, as someone who does not tolerate mediocrity in anything I do. But they will also remember me as a leader who, in all I did, did not have the luck of having a single wife in my life. Yet, despite this, all the children I have, to the glory of God, are united as if they come from the same mother. I cannot hesitate to acknowledge that this could be a challenge for a man, but in my case, God has helped me manage the circumstances and realities of my destiny in this area, while also being a successful leader whom people say I am.
What does success look like to you at 75?
Well, for me, success is relative. I seldom consider myself a successful man, nor do I often say that I am one. You can be successful in some aspects of life and a failure in others; it depends on who is evaluating you. But at 75, I thank God for how I have lived my life. I am grateful that I am not leaving any liabilities for my successors or for the people who cross my path. I thank God that at 75, I see people who have truly succeeded, who have had interactions with me at different stages of my life as part of their success stories. At 75, I am grateful, content, and happy. I may not be among the rich or the high-profile names, but I am immensely happy and thankful to God. I move about like an ordinary person; I don’t need a platoon of security around with me; living a normal, humble life is a form of success in an environment like the one we are in today. I am thankful to God for this.
If you were starting again today in Nigeria, what would you do differently?
Not much really. I will continue on the same trajectory I am currently on. I will continue to raise awareness of the importance of our sector, the maritime and shipping industry, and highlight the significance of our great country, Nigeria. I will also work to ensure the government pays greater attention to the struggles of our young Nigerians eager to participate in this sector. Additionally, I will deepen engagement with the authorities to ensure we build a Nigerian global trading fleet of Nigerian shipowners, enabling us to participate actively in global trade and shipping, reduce the capital flight we are currently experiencing, and train as many Nigerians as possible in this industry. This training will not only meet local needs but also prepare them to work abroad, bringing back the much-needed foreign exchange to boost our economy and improve the lives of our people.
