Bolaji Sotunde, a quantity surveyor with an MBA in Cost Management, has a wealth of experience in the built environment. As a business owner and management executive, he oversees strategic direction, execution, and service delivery across multiple facets of the construction industry. In this interview by KINGSLEY ALUMONA, he speaks about his work, the Nigerian construction industry, among other issues.
You are a quantity surveyor with decades of experience and with an MBA in cost management? How does this MBA degree reflect in your work? Are you recommending an MBA in cost/project management for quantity surveyors and real estate practitioners?
My background as a quantity surveyor, complemented by an MBA in Cost Management, has significantly influenced how I approach my work. The MBA broadened my understanding of the business side of project delivery beyond measurement and cost control. It exposed me to strategic management, finance, and decision-making frameworks that guide sustainable project outcomes.
In my daily practice, it helps me interpret cost information not just as numbers but as part of a bigger picture — linking costs to value creation, business objectives, and client priorities. It also improves how I communicate with investors, developers, and policymakers, as I’m able to translate technical cost data into strategic insights that drive informed decisions.
So, yes, I do recommend an MBA, particularly in Cost or Project Management, for quantity surveyors. It equips you with a broader managerial perspective, enhances leadership capacity, and strengthens your ability to navigate today’s dynamic business environment. In essence, it positions you not just as a technical expert but as a business strategist contributing to overall project and economic sustainability.
Your LinkedIn bio states that you leverage your “expertise to drive efficiency and innovation in the built environment.” What is the built environment?
The built environment simply refers to the physical spaces we create — our buildings, roads, and infrastructure — everything that supports how we live and work.
In Nigeria, this sector is central to development but faces challenges like rising construction costs, poor maintenance culture, and limited use of technology. So, when I talk about driving efficiency and innovation, I’m referring to rethinking how we plan, design, and deliver projects.
Innovation here means embracing digital tools such as Building Information Modelling (BIM) and data analytics, but also re-evaluating our processes — adopting value-driven procurement, sustainable construction methods, and smarter project management approaches.
Ultimately, the goal is to make the Nigerian built environment more efficient, more sustainable, and better aligned with the needs of our people and economy.
As a major player in your industry, what does leadership mean to you?
Leadership, to me, isn’t just about position — it’s about influence, vision, and responsibility. It’s the ability to inspire people towards a shared goal and create an environment where everyone feels valued.
In Nigeria’s multicultural setting, leadership also means understanding diversity. You’re dealing with people from different regions, backgrounds, and personalities, so there can’t be a single approach. Effective leadership requires emotional intelligence — knowing how to connect, communicate, and bring out the best in each person.
As a leader and manager, I see leadership as the human side of management. Management focuses on structure and systems, but leadership brings empathy and motivation. It helps me align my team’s strengths with project goals and foster genuine collaboration that drives results.
In the construction and real estate business, the cost of materials and other related resources is increasing daily, and affecting the quality and efficiency of jobs. How does cost management help in reducing the cost of logistics and procurement for an average firm?
That’s a very important question because rising costs have become one of the biggest challenges in today’s construction and real estate space. Cost management plays a crucial role here. It’s about planning, monitoring, and controlling how resources are used throughout a project. A well-structured cost management process helps firms make informed procurement decisions, optimise logistics, and eliminate waste. For example, with proper cost planning and analysis, you can identify the most efficient sourcing options, schedule purchases to avoid price fluctuations, and negotiate better terms with suppliers. It’s not just about cutting costs — it’s about achieving better value for every naira spent.
For firms that don’t engage professional quantity surveyors, my advice is simple: you’re operating at a disadvantage. A quantity surveyor brings structure, data, and foresight into financial decisions. We don’t just estimate costs; we manage value, assess risks, and ensure that every design or procurement decision is financially sound. In a market as volatile as ours, having that professional insight is no longer optional — it’s essential for survival and long-term sustainability.
Government policy and the economy play a significant role in business. With each project you undertake, what lessons have you learned about doing business in the current Nigerian economy?
Government policies and the economy indeed have a huge impact on how we do business, especially in construction and real estate. Each project I’ve handled in recent years has reinforced one key lesson — the need to stay adaptable. The economic landscape in Nigeria changes quickly, from fluctuations in exchange rates and fuel prices to new tax and import policies. These factors directly affect project costs, timelines, and investor confidence.
So, I’ve learned that success in this environment requires proactive planning, agility, and constant engagement with policy trends. You can’t just plan a project once. You must continuously evaluate assumptions and adjust strategies as the economy evolves.
As for the sector, I would say the construction and real estate industry is resilient, though not without challenges. Activity levels have slowed in some areas, but there is still strong demand for housing and infrastructure. What we need are consistent government policies, better access to financing, and a focus on local production of materials. With those in place, the sector can truly thrive despite the economic headwinds.
Construction and real estate ventures are seemingly taking up more land than farming is. Do you fear that in the future, there will be more buildings and structures with people living in them than farms to feed them? Which should we prioritise in the future, land for construction or land for farming?
That’s a very thoughtful question, and one that’s becoming increasingly relevant. I don’t think it should be a competition between land for construction and land for farming; rather, it’s about finding balance and sustainability. Population growth and urbanisation mean we’ll keep needing more housing and infrastructure. But at the same time, food security is fundamental. We can’t build at the expense of our ability to feed ourselves. What we need is smarter planning, an integrated development where urban growth doesn’t swallow up farmable land. We can explore vertical building solutions, mixed-use developments, and even technology-driven urban farming within cities.
So, for the future, both sectors must coexist. Land for farming should be preserved and made more productive through innovation, while construction should be more efficient and better planned. It’s not an either-or situation — it’s about responsible balance and sustainable use of land resources.
In what three ways do you want the Federal Government to assist your industry for better operations, productivity, and impact?
I would say there are three key areas where the Federal Government can really support our industry. First, policy stability — particularly around taxation, import duties, and foreign exchange. Consistent policies give room for better planning, investment, and project delivery.
Second, access to finance. We need structured funding options, ideally through a dedicated Construction Bank. Such a bank would provide easier access to funding at better interest rates, encouraging wider participation in the construction sector. This is crucial if we’re to close the huge housing gap — and housing, as we know, is fundamental to the growth of any economy.
And third, support for local materials production. Strengthening local manufacturing reduces our import dependence, lowers costs, and creates employment.
With these three — policy stability, access to affordable finance, and local capacity building — the industry can operate more efficiently and make a much stronger impact on national development.
Last September, you were in a panel session themed ‘Building a modern quantity surveyor: Presence, influence, and impact’. What were the major highlights of this panel? And where do you see the future of quantity surveying in Nigeria, especially in this era of technology and cutting-edge automation?
Yes, that was a very engaging session. The panel was organised by the Young Quantity Surveyors Forum (YQSF), Lagos chapter — and it’s always a good opportunity to share with young professionals who are being groomed to take the profession forward.
One of the key highlights was the need for quantity surveyors to evolve beyond traditional cost measurement and become strategic partners, professionals who understand technology, sustainability, and business dynamics. We also emphasised the importance of presence and influence, ensuring that quantity surveyors take their place in conversations that shape policy, investment, and value creation.
Looking ahead, the future of quantity surveying in Nigeria is promising, but it depends on how quickly we adapt. Technology and automation are reshaping our practice through tools like BIM, data analytics, and AI. The modern QS must therefore embrace digital skills, collaboration, and critical thinking. In essence, the future quantity surveyor is not just a cost expert but a value strategist, leveraging technology and innovation to drive smarter, more sustainable project delivery.
Education is vital in all human endeavours. What kind of quantity surveying programme would you recommend to tertiary institutions offering the course in Nigeria that would produce innovative graduates who would optimise value in the profession, the construction industry, and society at large?
Absolutely. Education is the foundation of any profession, and quantity surveying is no exception. For our tertiary institutions, the goal should be to produce graduates who are not only technically sound but also innovative and industry-ready.
I would recommend a curriculum that blends theory with practice, one that emphasises cost management, project economics, sustainability, and digital technologies like BIM, data analytics, and AI. Our students should learn how to apply technology to solve real project challenges.
Secondly, strong industry collaboration is key. Institutions should partner with firms and professional bodies to expose students to real-world projects early through internships, mentorship, and guest lectures. That bridge between classroom learning and practical experience makes all the difference.
Lastly, soft skills development — communication, leadership, and critical thinking — should be integral to the programme. The modern quantity surveyor must be both technically competent and business-minded.
If we design programmes around these pillars — technology, industry exposure, and human skills — we’ll produce graduates who can truly optimise value for clients, the industry, and society.
Construction and real estate are mostly about concrete and steel. But in one of your LinkedIn posts, you stated that “Before every concrete pour lies a story of strength being built from within.” What does this mean in line with the work you do?
Yes. That post was a reflection on how construction mirrors life itself. When I said, “Before every concrete pour lies a story of strength being built from within,” I was referring to the unseen processes that make every visible structure possible. In construction, before the concrete is poured, a lot happens beneath the surface, such as groundwork, formwork, reinforcement, planning, and coordination. It’s those unseen efforts that determine the strength and quality of the final structure.
In the same way, in our professional and personal lives, true strength is built from within, through discipline, teamwork, preparation, and integrity. For construction workers and professionals, my advice is to value the process as much as the product. Pay attention to the details, respect quality standards, and take pride in the unseen parts of your work.
Because in the end, what the world sees — the building, the structure, the success — is only as strong as the foundation and effort that went into it.
What are the major challenges you face in your line of work, and how do you manage them? And where do you see yourself and your career in five years?
Every profession has its challenges, and for those of us in construction and cost management, a few stand out. One major challenge is the volatility of the economy — fluctuating material prices, inconsistent policies, and funding delays can easily disrupt project timelines and budgets. Another is coordination among multiple stakeholders — aligning the interests of clients, consultants, and contractors takes patience and strong communication.
To manage these, I focus on proactive planning, transparency, and adaptability. I believe in staying ahead of changes, maintaining open communication with all parties, and grounding every decision in data and professionalism.
In the next five years, I see myself continuing to grow as a leader in project and cost management, contributing to policies that strengthen our profession and mentoring younger quantity surveyors to embrace innovation, integrity, and excellence. My goal is to keep creating value, not just in projects, but in people and the industry at large.
