Prince Clever B Donokoromor.
I was born into the great Donokoromor Royal family in great Isaba Kingdom and raised in Isaba Town in Warri South-West Local Government Council, part of Nigeria’s Niger Delta region. Life in the town and the Niger Delta was not always easy, but it taught me many lessons. From an early age, I saw how oil had both helped and harmed our people, especially through artisanal refining. There was wealth in the land, yet many still lived in poverty. This contrast stayed with me. I often asked myself, “Why do we have so much, yet still suffer?” That question planted the seed of a dream. I was determined to be part of the solution.
I dreamt of studying hard and completing my education in engineering and business, but that never happened due to the death of my parents at a young age. Instead, I worked in various industries as an artisan, learning everything I could. Over time, I found myself drawn to the oil and gas sector, particularly during the rise of artisanal refining in the region and my town. I believed we could do something different—something better. That belief, along with years of experience and persistence, led me to attend a workshop on alternative livelihoods for artisanal refiners organised by an NGO called the Youth and Environmental Advocacy Centre (YEAC) in 2016.
In 2017, we registered the Coastal Youth Empowerment Foundation (CYEF) and its business arm, CYEF Oil and Gas Nig. Ltd. I became the Managing Director of CYEF Oil and Gas Nigeria Ltd. This role prepared me well. It gave me leadership experience, deepened my understanding of the oil industry, and taught me how to make bold yet smart decisions. It also helped me build a trusted team and connect with people who believed in our local potential.
From the start, we had a dream: to build a modular refinery that would serve the people of the Niger Delta, especially the youths transitioning from artisanal refining. Through my NGO, we aimed to convert their practical knowledge into technical skills by capturing their data. We had seen many oil companies take from the land without giving back. We wanted to change that story. A modular refinery is smaller than conventional ones but powerful—it can be built faster, costs less, creates jobs, reduces fuel shortages, and brings hope to local communities. Our vision was clear: to bring development and pride to our people in the Niger Delta. We wanted to prove that we, too, could build and run successful oil operations.
The idea came to me after attending the workshop on alternative livelihoods for artisanal refiners and learning about the Buhari administration’s 2017 modular refinery policy. Seeing how local communities suffered from fuel scarcity and unemployment, I thought, “Why should we wait for others to solve our problems?” We had the knowledge and resources locally—all we needed was courage and support. That was how the dream began. It wasn’t about becoming rich; it was about doing something meaningful, something that would restore dignity to our land and the youths of the Niger Delta.
As we worked to bring this dream to life, we knew we couldn’t do it alone. Building a refinery requires funding, expertise, and partners who share your vision. After many failed attempts with local investors—including the Bank of Industry—who were unwilling to take the risk, a friend during a brainstorming session mentioned Oliver Opara, the regional director WWH Nigeria, who introduced me to Mr Lamar Jensen, the Founder and CEO WWH INVESTMENT GROUP. On a first meeting with WWH, Lamar was speaking on the future of energy in Africa, and his ideas were bold and fresh. Inspired, I introduced myself after his talk and shared our plans for a modular refinery. He listened carefully as I explained why this wasn’t just a good project but a necessary one for our people. I told him about my background, the challenges in our community, and our vision for local development. He asked tough questions about risks, market viability, and finances—but we were ready. We had done our research and had a clear plan. Most importantly, he saw our passion. “You’re not just talking business; you’re talking purpose,” he said. That was the turning point.
We stayed in touch, and Lamar brought international experience, strong networks, and strategic advice. He believed in local leadership and supported our vision with more than just funding—he offered mentorship and belief. His support gave us the strength to push forward, especially during difficult times.
The road wasn’t always smooth. We faced many challenges, both internal and external. Funding was one of the biggest hurdles. Many banks and investors were hesitant to back a new company with such an ambitious plan. They wanted quick returns and weren’t prepared for long-term investment. We made countless presentations and faced repeated rejections from prospective investors in Nigeria and Delta State, who demanded bank guarantees we didn’t have. It was disheartening, but we refused to give up. We refined our proposal until we found people who shared our vision.
Another challenge was government approval. Nigeria’s oil and gas sector is heavily regulated, requiring numerous permits and strict compliance. The process was time-consuming, involving back-and-forth with agencies like the Nigerian Upstream Regulatory Commission. Some officials even demanded bribes to speed things up, laughing at us when we refused, citing wealthy individuals’ past failures. But we stood firm on integrity, even if it delayed progress. I reminded my team that we had to build this project with clean hands—and in the end, it paid off. We earned respect and trust.
There were also technical challenges. Building a refinery is complex, requiring expert engineers, quality materials, and meticulous planning. Mistakes happened, but we learned from them and kept moving forward. Personally, I battled self-doubt and pressure at times, wondering if we’d ever finish. But then I’d think of the young people waiting for jobs, the women trekking miles to buy fuel, and the families living without electricity—and that gave me the strength to continue.
As we near completion, I feel proud and grateful. This project is more than a business; it’s a symbol of what’s possible when people believe in themselves and each other. The refinery will bring multiple benefits: job creation, reduced fuel dependence, and community development. We’ve already hired locally, and we’ll reinvest profits into clean water, schools, and medical supplies. This isn’t just an oil project—it’s a movement for progress.
Looking back, I see how far we’ve come—from a young boy in Isaba Town to Managing Director of CYEF Oil and Gas Nigeria Ltd and an associate of WWH. The journey has taught me that dreams require time, effort, and discipline. The right people, like Lamar and my team, can turn ideas into reality. Integrity isn’t always easy, but it brings peace of mind and lasting success. Above all, I’ve learned that true success isn’t just about profit—it’s about purpose. It’s about lifting others, not just yourself.
This journey has changed me, making me more patient, humble, and focused. My hope for the future is bright. I want our refinery to become a model for others, inspiring more local projects that create jobs and dignity. I want young people to believe they can lead. I want to see Isaba Town, the Niger Delta, and Nigeria stop waiting and start building. We have the resources, the minds, and the courage—now we must act.
This isn’t just my story. It’s our story. And by the special grace of God Almighty, the journey has only just begun.