From ditching a pharmacology degree to braving the rough-and-tumble world of real estate, Dr Blessing Gerald’s journey is anything but typical. What began as opportunistic trades has blossomed into an award-winning property venture. In this candid interview, she unpacks the twists, risks, and hard-won lessons that took her from Delta State University graduate to CEO of Egovas Global Limited.
Can we meet you, ma?
My name is Dr. Blessing Gerald. I am from Udu Local Government Area in Delta State, and I am the CEO of Egovas Global Limited.
Could you walk us through your journey from your days in DELSU to becoming a successful real estate entrepreneur?
It wasn’t a planned journey at all. You know, after graduating, you have all these plans, get a good job, and everything. But towards the end of my time in school, I realised I didn’t want any of that.
I wanted to go into human development. So, after classes, I started visiting secondary schools, training young people on leadership and purpose discovery. I did that for over two years, while also running small businesses. I was into event planning as well, and did a bit of supplies on the side.
Over time, I got married. I kept up the human development work, but I had to take the supply business more seriously. I began focusing more on that, buying goods from China and in Onitsha to sell.
At some point, I also moved into the internet space and started learning about online businesses. I did that for roughly two to three years. Then, eventually, I found myself in the real estate industry. Entering that space was truly divine, because before then, I knew nothing about it.
It was in 2023, specifically at the end of May, that I was reflecting and asking myself, “What’s the way forward?” I felt strongly prompted to go into real estate. On June 1st, I took my first step and began making enquiries.
Interestingly, before then, I had tried to help someone get a property, not as a business, just connecting them and stepping aside. The deal didn’t go through, so I still had the contact. I checked if the property was still available; they said yes. That’s where I decided to begin.
And now, after about three years in real estate, I can honestly say God has helped us achieve what many companies would need ten years to accomplish. God has truly been a key factor. Secondly, I worked hard and was very diligent. I wasn’t just after profit; I poured myself into acquiring knowledge. I travelled for training and pushed to learn how the business works.
Those were the foundational steps God used to bring me into real estate. It wasn’t planned; it just happened that way.
Your first degree was in Pharmacology, yet you never pursued a career directly related to it. What led you to study Pharmacology in the first place? Was it out of genuine passion?
Yes, there was genuine passion. When I was in SS3, I knew I wanted to go into the medical field; there was nothing else on my mind. But then, you know how Nigeria can be, and I ended up with Pharmacology.
During my IT in Lagos, at a well-known hospital, I realised, “No, I’m not sure I can do this for the rest of my life.” While in school, we had also gone to Lagos on an excursion to a pharmaceutical company to see what the work of a pharmacologist looked like. After those experiences, I told myself, “You’ve made the wrong choice. I don’t like the smell of medicine, I don’t like seeing blood, and I don’t even like taking injections myself, so why would I want to do it for others?”
During my IT, I just had to endure it because I needed to complete it and get a good score. Looking back, I think entrepreneurship would have been the better choice. We had a school course called Entrepreneurship, and I loved it. They gave us a book to study, and I was one of the few who took it seriously.
I did have another option during my IT; my supervisor suggested I consider Radiology. And to be honest, I liked Radiology; I did well in those courses. But I told him, “No, that would just be doing a career for the sake of having one.” I wanted to do something I truly loved, so that even on tough days, I’d still wake up excited and ready to find solutions to any challenge.
And then you went on to get a Master’s and a PhD in fields completely different from your first degree, before moving into real estate. How did that transition come about?
When I started my real estate journey, I paid attention to knowledge. I was going for different courses everywhere. I’d take short courses like no man’s business, different courses, some with certificates, some without: project management, a lot of courses.
But this PhD I got is honorary. It’s not as a result of my master’s or because I went to school for a PhD. So yes, it’s an honorary PhD.
What inspired you to go into real estate? I know you said you did the first deal, but was there anything else?
I wanted something lasting, something that would benefit not just me, but also others. I wanted something more meaningful than just making money and moving on. In real estate, when you invest today, the returns multiply in five years. People value you because you can help them secure strategic locations. You hear things like, “If not for this lady, I wouldn’t have been able to do this,” or “If not for this company, my family wouldn’t have owned this.” That was the idea that drew me in.
Interestingly, when I decided to go into real estate, I didn’t tell anyone at first. I just took the bull by the horns and told my husband. His response was, “If you want to do it, why not?”
When people online saw I was moving into real estate, some reached out to warn me: “Be careful, real estate can put you in trouble.” But I’ve always loved to read and research, so I realised it’s an industry full of challenges, yet I believed I could handle them, as long as I did my due diligence.
You mentioned that people warned you about the issues in real estate when you were starting. What have been some of the challenges you’ve faced?
Number one: being a woman in a male-dominated industry. People tend to downplay your efforts, and culturally, more attention goes to men. That’s a real battle.
Secondly, people’s perceptions: many think that because you run a real estate company, you must be extremely wealthy, so they try to take advantage. They don’t see the work or the process, just the money.
Thirdly, community issues: sometimes you buy land in one spot, and later they want to push you to another place. Thank God I always go with lawyers, but even then, they still come up with stories like, “Why not take this other location?” You have to stand your ground: “This is where I paid for, and this is where I’m staying.” I also advise clients to quickly get their documents so they can’t be moved around.
It’s also very much a people business, so there are frequent misconceptions. When there’s a challenge, people are quick to blame you.
Payment is another challenge. To make property affordable, I introduced installment plans. But some people pay for the first month, then disappear for five months, blaming family problems. Meanwhile, I’ve already paid others, expecting their payments to keep the process going.
Lastly, location: many clients don’t fully understand real estate. They often insist that land must be in a fully developed area. Over the past two years, we’ve spent a lot of time educating them about investing in growing neighbouring communities instead. All these come together to make the business challenging, but also rewarding.
You mentioned issues with people defaulting on instalment payments. Has that made you reconsider installments?
It has shortened my payment plan. Instead of one year, I made it six months. So only those who have the capacity come in.
Some real estate firms in Nigeria promise outrageous returns, for instance, 100 per cent profit in just a few months. Isn’t it fair to say that these operations start to look a lot like Ponzi schemes?
I wouldn’t want to go into what some of the big names do, but generally, it’s important to keep ROI realistic, not overly large. There are cases where certain strategies can genuinely deliver high returns quickly, but those shouldn’t always be openly advertised, because they can easily put a company in trouble.
Regulation is important because it builds trust on both sides. ROI should be reasonable and carefully calculated, so clients benefit in the long run. There are foreseeable challenges, and as professionals, we should work around them proactively.
I believe that even if there isn’t a formal industry-wide regulation, there should at least be a strategic approach within each company about what ROI to promise. It shouldn’t be excessive. Real estate businesses face real operational costs: acquiring new properties, staffing, transport, rent, and daily running expenses. When you add it all up, you realise the business isn’t as cheap as it may appear.
To avoid ending up in a tight spot, it’s wiser to keep ROI moderate and sustainable, so the business remains healthy and clients also see real, lasting value at the end of the day.
There’s also the issue of false marketing by real estate companies, like claiming land is close to the airport when it isn’t. Should the government step in directly to protect buyers, or should regulation come mainly from real estate associations? How do you see the right balance between government oversight and industry freedom?
I believe regulation in the real estate industry should come directly from the real estate body itself, with the government collaborating rather than imposing rules outright. The real estate body is closer to the market; it understands buyers’ complaints and can help strike a balance that works for everyone.
Take, for instance, marketing claims like “five minutes from the airport.” Buyers should confirm such claims during inspection and make their judgment. The industry is so large that some aspects can’t be fully regulated; personal responsibility and due diligence remain essential.
Direct government control isn’t healthy for the market. Instead, the government should work alongside the real estate body to make practical, informed regulations that support growth rather than stifle it.
Your real estate company is just over two years old, yet you were recently named among the 100 Iconic Personalities of the Year in South Africa. What strides do you think earned you that recognition?
I believe it’s the impact I’ve made beyond just running the company. I focus on making land accessible to genuine buyers, especially back home in Delta State, where the industry lacks trained professionals. Every month, I train and coach people, and I also offer financial support where I can. I think these efforts have helped put me on a global stage.
You have also been involved in empowering women through your NGOs, Sortwoman International, and HAFSE? Can you tell us some of the impacts you have made?
I’ve seen many women live in the shadow of fear and doubt, despite having great potential. My passion came from wanting to show them they can become whoever they aspire to be if they put in the work. I also support small businesses with funds to help them grow. It’s about breaking that mindset of limitation.
As a woman with many portfolios, CEO, NGO founder, and author, how do you balance your time and priorities?
Honestly, I believe I was built for this. Writing, for example, is just a way to help others, even if they read it years later. I keep my focus strictly on my work; I’m not everywhere. I don’t do socials or distractions; my life revolves around my purpose and assignment.
What is your advice to aspiring female entrepreneurs, especially in real estate?
Stay focused and build integrity first; it will open doors. Put God first; everyone relies on something, so hold on to yours firmly. You don’t need to trade your body for success; know your craft, invest time, and get a mentor. Mentors help you climb faster.
