From Lagos to London: How Olushola Medupin is scaling African luxury for global stage

Olushola Medupin, co-founder of Enish Restaurants, stands as a beacon of vision, innovation, and determination. With a background in Economics and a Master’s degree in Investment Banking and Securities from the University of East London, Shola’s academic foundation has been instrumental in shaping his strategic approach to business. Originally from Nigeria, his professional journey began with the successful management of full-service restaurants generating annual revenues of £500,000, an early testament to his entrepreneurial acumen and foresight. In this interview with KENNETH ATHEKAME, he spoke about his passion for African cuisine and culture that led to the creation of Enish Restaurants. Excerpts:

How did your background in Economics and Investment Banking shape your approach to entrepreneurship, especially within the restaurant industry?

My background in Economics and Investment Banking gave me the structure and clarity to approach business like a strategist. I learned how to break problems down, measure outcomes, and look at the long-term vision, not just short wins. That mindset helped me treat each restaurant like a growing asset and not just a place that sells food. Numbers matter, but so do people. I have always believed a great business combines logic with heart.

Growing up in Nigeria, what economic or cultural factors do you believe shaped your business mindset and long-term vision?

Growing up in Nigeria, what economic or cultural factors do you believe shaped your business mindset and long-term vision? Growing up in Nigeria taught me how to survive and thrive. There is a raw kind of intelligence that comes from figuring things out with very little. It pushes you to be sharp, creative, and persistent. It also shaped my hunger. Nigerians do not wait to be chosen. We go after what we want. That spirit lives in everything I do.

What challenges did you face as businessman when transitioning from managing restaurants in Nigeria to establishing a global brand like Enish?

Moving from Nigeria to managing restaurants globally was like learning a new language. Everything had different laws, customer expectations, and even what good service meant. But instead of fighting the change, I embraced it. I asked questions, listened, and adapted. I did not want to copy Enish into new markets. I wanted to rebuild it to fit the world while staying true to our roots.

Nigeria has a vibrant entrepreneurial spirit. How has your Nigerian heritage influenced the Enish brand, especially in maintaining authenticity while scaling globally?

Enish is proudly Nigerian. Our food, music, decor, and even how we welcome people is built on that. But we have learned how to make it relatable to people everywhere. We did not tone down the culture. We simply showed people how beautiful and rich it really is. That is how we have grown, by standing strong in who we are.

Launching a new restaurant is inherently risky. What were some of the biggest risks you faced when founding Enish in 2013?

The biggest risk when I started Enish was not failure. It was being ignored. I knew we were doing something bold, something unfamiliar. African fine dining was not a trend back then. But I believed in the experience. I knew that if we did it well, people would come. And they did. That belief paid off.

During the COVID-19 pandemic, Enish not only survived but expanded. What risk-mitigation strategies did you employ during this crisis?

When COVID hit, everything changed. We had to pivot fast. We focused on delivery, protected our staff, and kept the brand alive. It was not easy, but we never stopped showing up. We found ways to stay connected to our customers even when our doors were closed. That is what helped us grow during the storm.

What are some financial or operational risks specific to running African cuisine restaurants in international markets like the UK and Dubai?

Selling African food abroad comes with challenges. Ingredients are harder to source, people do not always understand the dishes, and pricing can be tricky. But those same things are also what make it special. We took time to educate people, focused on quality, and stayed consistent. Over time, that built trust and loyalty.

How do you balance maintaining Enish’s luxury brand identity with the economic realities of fluctuating supply chains, labour costs, and inflation?

Running a luxury brand means never lowering the standard, even when the economy gets rough. We have learned to be smart with our spending and efficiency with our operations. But we never cut corners where it counts. People come to Enish for a full experience, and we always deliver that.

How would you assess the current economic landscape for aspiring entrepreneurs in Nigeria?

Nigeria is full of talented entrepreneurs, but the environment can be tough. Infrastructure, capital, and policy changes make it hard to scale. Still, those who make it out of that system are usually sharp, driven, and resourceful. I think the future will be built by those who stay focused and keep learning no matter the challenges.

Nigerian entrepreneurs encounter systemic challenges—such as access to capital, infrastructure; what advice would you give them?

My advice is simple. Do not wait for perfect conditions. Start where you are, use what you have, and move. Stay grounded in your values and do not chase shortcuts. Build something real, something people can feel. That is how you create impact.

Do you see Enish playing a role in promoting Nigerian exports abroad?

Enish helps export more than food. We export identity. When we grow, we create space for Nigerian producers, designers, artists, and creatives. We are building a whole ecosystem around culture. The bigger we get, the more we shine a light on what Nigeria has to offer.

Enish now operates across three continents. What are the biggest lessons you’ve learned in scaling a business internationally?

Scaling internationally taught me that systems are important, but soul is everything. You can have the best operations in the world, but if people do not feel something when they walk into your space, it will not last. We have built systems, yes, but we have also built a story people want to be part of.

How do you adapt your business model to different economic environments, cultural expectations, and consumer behaviour in the UK, Dubai, and potentially the U.S.?

Every country we enter has its own vibe. The UK is fast and nightlife-driven. Dubai wants exclusivity. The US is more about entertainment and energy. We do not fight the culture. We work with it. But we always stay true to our core. We let the brand breathe while keeping it rooted.

What role does technology and data play in your decision-making as you scale your brand?

Technology helps us move smarter. From tracking inventory to reading customer trends, it gives us insight we did not have before. I do not guess anymore. I use data to make decisions and adjust quickly. That has helped us grow without losing control.

What role does technology and data play in your decision-making as you scale your brand?

Choosing where to open next is part research, part instinct. We look at the market, the people, and the numbers, but we also feel the energy. If a place feels alive and we believe we can add something to it, we go. But only after doing our homework

What leadership principles have guided you throughout your career?

My leadership is about clarity and trust. I am direct, but I am fair. I let people own their work, and I support them when things get tough. I do not micromanage, but I stay close to the vision. I believe in building leaders, not followers.

How do you foster innovation and resilience within your team, especially during periods of rapid growth or uncertainty?

We stay innovative by encouraging curiosity. I want my team to think, test, and grow. We do not punish mistakes. We learn from them. That creates a culture where people feel free to push boundaries. And that is where the magic happens.

What advice would you give to young Nigerian entrepreneurs who want to build globally competitive businesses like yours?

If you are a young Nigerian dreaming big, know this, you belong on the world stage. Do not shrink to fit. Build with purpose, stay hungry and never stop learning. Be proud of your roots and let them carry you forward.

Looking ahead, what is your vision for Enish in the next five years, and how do you see it impacting the global perception of African cuisine?

In the next five years, I see Enish becoming the face of modern African culture worldwide. Food is just the start. We want to expand into fashion, music, experiences and more. This is bigger than restaurants. This is about changing how the world sees Africa, and showing that we are not just part of the story, we are the story.