Goke and Abimbola Balogun are the co-founders of So Fresh, a healthy food brand. They tell FAITH AJAYI about their careers, working together, family and other issues

I left oil and gas to create impact through healthy food– Adegoke Balogun

Your journey from a career in oil and gas to co-founding So Fresh is quite remarkable. What inspired this transition?

There were several factors that influenced that transition, but I’ll try to summarise the main ones. One of the biggest motivations was the desire to create meaningful change and impact in society. At the time, I was working in the oil and gas sector, earning well, no doubt, but I felt I could do more. I wanted to contribute to society in a deeper way, and I believed that business could be a powerful tool for that.

The idea for the company was also inspired by my upbringing. I grew up with access to fresh, healthy food, and I realised that wasn’t the norm for many people in our society. That sparked the idea of creating easy access to fruits, vegetables, and other healthy food options.

Another factor was personal fulfillment. By the time I started the business, I had spent about seven years in corporate roles. Even though I was good at my job and had excelled in all my roles, I didn’t feel I was maximising my potential. That internal restlessness played a big part in pushing me toward entrepreneurship.

Eventually, all these factors led to a conversation with my wife. We were aligned in our vision, and that gave us the courage to take the leap and say, “Let’s see what we can build.”

In terms of experience, I had worked with three major organisations, including multinationals, across various functions—marketing, operations, sales, production. That broad exposure helped me structure the business from the very beginning. We approached it with a level of formality, structure and strategy that made a big difference.

Interestingly, my first job was in a restaurant, Mr. Bigg’s. That experience also proved invaluable when we started the company, because I already had some practical understanding of how the food service industry works.

Could you shed more light on your experience working in a restaurant?

Looking back now, I see how that early exposure played a subtle but important role when we launched the company.

What motivated you to pursue further business education, and how has it impacted your entrepreneurial journey?

I have always believed in continuous learning. Very early on, I realised that to grow and improve, I needed to expand my knowledge and increase my capacity. About three years into running the company, most of our learning came from reading books and going online. Back then, the Internet wasn’t as accessible or rich with resources as it is today.

Eventually, I decided that going into a classroom environment and learning directly from seasoned professionals and experts would be a game-changer. And, it truly was.

Beyond the coursework, one of the most valuable aspects was the network. In my cohort, we were about 50 entrepreneurs. This was in 2013, and over a decade later, we still have an alumni group. It’s not super active, but we still share insights and support each other occasionally.

Attending the Enterprise Development Centre at the University of Ghana was especially impactful. They continue to provide invaluable support to entrepreneurs, and I constantly draw from the lessons I learnt there. It reinforced the idea that if you’re only learning from your own experience, your growth will be limited.

Starting a fresh food business in Nigeria comes with unique challenges. What were some unexpected obstacles you faced, and how did you navigate them?

I’ll focus on a few challenges that were very specific to our business. The first and biggest hurdle was the market itself. What we were offering—salads, fresh juices, smoothies—were new and unfamiliar to most people. Back in 2010, this wasn’t something you’d typically find or consider buying in Nigeria. We were essentially building a new sub-sector from scratch.

Convincing people to stop by a store and buy a salad or smoothie was a huge task. So, our first challenge was finding the right market, crafting the right message, and figuring out how to connect with potential customers.

Over time, we learnt a lot. We studied consumer behaviour, tweaked our product offerings, refined our messaging, and adjusted our channels. Eventually, we started attracting the right audience. In fact, we were among the first in Nigeria to talk about healthy food on social media and blogs. That early advocacy helped prime the market and build awareness.

Another major challenge was infrastructure, particularly power. Our business relies heavily on electricity, so it was a real struggle. We had to find optimal, cost-effective ways to manage power and ensure service delivery. It wasn’t easy, but we kept pushing.

You once mentioned that there was a time you considered quitting the business. What led to that moment, and what kept you going?

That’s a great question. I have probably had that feeling more than once, but the most intense moment came after about three years in business. The company wasn’t growing or profitable, and the stress was overwhelming. We were funding it from our own salaries, and I started questioning whether it was worth it.

There was stress from staff, customers, even government regulations; it felt like everything was weighing heavily on me. I didn’t see a clear path forward, and I began to seriously consider quitting.

But I had a conversation with my wife. She understood the facts but encouraged us to take a step back. We reviewed everything— our numbers, operations, and overall performance. From that reflection, we identified what was working and what needed to change. We relocated, expanded our product range, and modified our business model.

That turning point was crucial. Once we made those adjustments, the business started to grow. So, what kept us going was that willingness to reassess, adapt, and keep pushing.

How long did you stay in your oil and gas job while running So Fresh on the side?

I ran the business on the side for six years.

What year did you fully commit to the company?

I left my job and committed fully to So Fresh in 2016.

From starting with a small outlet to expanding across multiple locations, what strategies did you employ to scale the business effectively in Nigeria’s dynamic market?

We currently have outlets in Abuja, Port Harcourt, Ibadan, Lagos, and parts of Ogun State. For us, several key strategies have contributed to our growth.

First, we were early entrants into the healthy food space. Being the first to introduce the concept of a fresh, healthy, full-service restaurant in most of these locations gave us a significant edge. That novelty helped establish our presence and generate interest.

Second, we are extremely customer-focused. We build our products around what customers want. Product development is driven by feedback and insights. We constantly evaluate and improve to ensure we’re meeting customer expectations. Quality and consistency are non-negotiable, whether you’re dining at an airport outlet, in Port Harcourt, or Abuja, you’ll get the same standard of fresh, delicious meals.

This consistency has helped build customer trust and loyalty. In Lagos, that trust allowed us to open several branches. When expanding to other cities, we simply replicated those high standards of quality and service.

Additionally, we leveraged social media to build awareness, especially in new markets where we were not yet known. Beyond just selling food, we focused on educating our audience about healthy eating. This helped us connect with customers on a deeper level and reinforce the value of our brand.

In a country like Nigeria, with infrastructural challenges such as unreliable power and logistics, what innovative solutions did you implement to maintain product quality and customer satisfaction?

From the very beginning, we tailored our business to work around infrastructure limitations. For us, reliable power is essential, especially for cooling and refrigeration. Over time, we fine-tuned our operations to ensure that each location has the right infrastructure to support high-quality food preservation.

We also have a dedicated quality assurance team. They manage everything from the water we use to our storage standards, ensuring that every outlet operates with the same level of discipline. These systems are regularly monitored to maintain compliance.

Yes, it’s costly—generators are expensive, not just in terms of fuel but also the manpower and time required to run and maintain them. But we view it as essential to delivering a product that meets our promise of freshness and quality.

In 2023, your company received the Lagos Business School Africa Retail Award. What does this recognition mean to you and your team, and how does it reflect the firm’s values?

Receiving that award was truly an honour. The Lagos Business School is one of Africa’s most respected institutions, so to be recognised by them was both humbling and validating. It affirmed the hard work we’ve put into building a strong, healthy food retail brand.

It wasn’t just validation for us internally; it also sent a message to the public. It told our customers and partners that we’re doing something worthwhile, and that our efforts to promote health and wellness through food are being recognised on a larger scale. Of all the awards we’ve won, this one stands out because of the credibility of the institution behind it.

Passion for people drove me from law to business – Abimbola Balogun

You have played a key role in building So Fresh into what it is today. Can you describe your role and daily responsibilities in the company?

Yes, I serve as the Chief Corporate Services Officer of the company. Essentially, I head our Human Resources function, which means I am responsible for everything related to people—our most valuable asset. My daily responsibilities include alignment meetings to plan the week’s activities across various HR functions like recruitment, confirmations, leave processing, and disciplinary matters. The goal is always to ensure our people are aligned with the company’s objectives.

I also oversee our annual training and development plans. My focus is on building capacity, both for our people and the brand, because that directly impacts our performance. So, yes, that’s my core responsibility.

With a background in law, what inspired your shift into business and entrepreneurship?

At the heart of it, my passion for people drove the change. While I was running my law firm, I realised I wasn’t fulfilled. I am a deeply relational person, and the practice of law at the time didn’t give me the kind of interaction and impact I was craving.

During a conversation with my husband, the idea of a career in human resources came up. I enrolled in the Chartered Institute of Personnel Management to gain foundational knowledge, and I loved it. When the So Fresh idea came along, I saw a perfect opportunity to live out that passion, to work with people and help develop them.

Plus, by then, my husband and I were married, and our values aligned perfectly. I had full confidence that we could build something meaningful together. That gave me the courage to fully commit.

At what point did you leave the legal profession to focus entirely on the company?

I started working on So Fresh in 2010 after running my law firm for a year. Initially, I tried to juggle both, but within six months, I let go of the law practice to focus fully on growing the business and building the brand.

In the early days of the company, what were the toughest challenges you faced, and how did you overcome them?

Two major challenges stood out— staffing and customer perception. On staffing, we were pioneering a business model that was completely new to this environment. We hired people who had no prior experience in the fresh food space, so we had to train them from scratch, everything from recipe preparation to workplace discipline. Mistakes were common, such as mixing up orders, slow service, lateness, and more.

To address this, we had to create detailed job descriptions and standard operating procedures. We also improved our recruitment process to ensure we hired people with the right mindset and learning capacity.

On the customer side, the concept of buying ready-made fresh food like salads and smoothies wasn’t common in 2010. Many people compared us to open-market vendors and expected similar pricing. We had to gradually change that mindset, educating customers on the added value we offered. Over time, we succeeded, especially by leveraging social media and blogging to raise awareness about healthy eating.

What’s it like building a business alongside your husband?

One clear benefit is that we get to do life together. We share the same vision, we plan for the same future, and we get to see each other thrive in our individual strengths. It is deeply fulfilling to watch each other grow and to know that our efforts are building something lasting for ourselves and for future generations.

Also, being on the same page helps us stay focused. We can pool our resources, support one another, and build a shared legacy.

How do you strike a balance between business and personal life, especially with the demands of running a growing brand?

It really comes down to shared values and priorities. Our values around faith, family, and people are deeply aligned. So even when work was intense, especially in the early years, we always understood the importance of nurturing other aspects of life too.

When we launched the company, we already had an 18-month-old baby, so family was always a key consideration. There were times when one area of our life had to take precedence over another, but we constantly reassess and adjust.

Because we’re so connected, it is easy to switch between roles, business partners, parent and spouses, and give attention to whatever needs it most in the moment.

How do you manage disagreements on business decisions?

We run a highly structured organisation, and we both have clearly defined roles based on our strengths and competencies; not just because we’re co-founders. That helps a lot. We respect each other’s professional space and expertise.

When disagreements arise, we listen, weigh the options, and make a decision, even if we don’t fully agree. Once the decision is made, we share the outcome together, whether it’s a success or not. We have learnt not to take things personally; it’s not a competition, it’s a business. That mindset has helped us find harmony and make more aligned decisions over time.

Entrepreneurship can be all-consuming. How do you unwind and recharge?

I love going to the spa; it’s one of my favourite ways to relax. I also enjoy switching between Netflix and YouTube, just scrolling and watching whatever catches my interest. Sometimes, I just lie down in peace and quiet; and that really recharges me. And of course, browsing Instagram for fun and maybe future purchases always lifts my mood.

What advice would you give young women aspiring to lead businesses, especially those thinking of leaving traditional careers like law?

Before you leave, learn. Learn about things like structure, teamwork and project execution. Save for the transition. Don’t invest all your money at once.

Most importantly, find your area of passion and start small. Grow into it. One of the things I always say, and even wrote in my book, is, “Start Small, Scale Big”. That’s the key.