Abdulazeez Abdullahi is a communications executive and seasoned journalist with over a decade of experience in corporate reputation and stakeholder engagement across various sectors. He currently serves as Assistant Director and Head of Corporate Communication and Stakeholder Engagement at BUA Cement. In this Comms Spotlight, he shares his experience managing stakeholder relationships, protecting corporate reputation, and growing in communications.
What inspired you to pursue a career in communications?
Early in my career, I realised that the most important ideas don’t always win on merit alone; they win when they’re communicated clearly and to the right people. Communications felt like the perfect intersection of strategy, relationships, and storytelling. I was drawn to the challenge of taking something complex and making it resonate, whether that’s a corporate strategy, a change initiative, or a brand promise. Over time, that initial interest grew into a genuine passion for building trust between organisations and the people who matter most to them. My training and practice as a journalist and editor helped me a great deal in settling in well into communications and Public Relations.
What does your day-to-day role involve as Head of Corporate Communication and Stakeholder Engagement?
No two days look alike, which is part of what I love about it. I oversee internal and external communications, manage reputational risk, and make sure our narrative is consistent across every channel and audience. A big part of the job is also listening: gathering intelligence from stakeholders and bringing those insights back into the decision-making process. Essentially, I’m the bridge between the organisation and everyone it serves or answers to.
What is one thing people often underestimate or a misconception about stakeholder engagement?
The biggest misconception is that it’s simply about broadcasting information: sending updates, holding briefings, and ticking boxes. Real stakeholder engagement is a two-way street. It’s about listening with genuine intent, building relationships before you need them, and being willing to adapt based on what you hear. People also underestimate how long it takes. Trust isn’t built in a single meeting or press release; it’s earned through consistency over time. And crucially, engagement isn’t a communications function alone; it has to be embedded in how the organisation actually makes decisions.
Can you share a stakeholder engagement initiative that you are particularly proud of?
During my time at the electricity distribution company, we faced the challenge of a possible public backlash after another round of tariff increases while power supply wasn’t sufficiently available. Knowing how critical and influential religious clerics are in arousing the emotions of their followers, we quickly began engaging Muslim imams across our franchise states ahead of Friday prayers, as well as the Christian Association of Nigeria and other key stakeholder groups, including labour and socio-cultural groups. Educating these stakeholders helped shape their sermons and messages to their congregations and members.
What tools or platforms do you rely on most in your day-to-day work?
My toolkit blends the strategic and the tactical. For monitoring and insight, I rely on media intelligence and social listening platforms to understand sentiment and spot emerging issues early. For collaboration and planning, it’s project management and stakeholder mapping tools that help keep complex engagements organised. And of course, the everyday essentials: email and phone calls. But honestly, the most valuable “tool” is a strong network of relationships which can be leveraged when the need arises.
What advice would you give to professionals looking to grow in corporate communications?
Three things. First, learn the business, not just the craft; the best communicators understand how their organisation makes money, manages risk, and makes decisions. Second, invest in relationships before you need them; your credibility with stakeholders is your greatest asset in a crisis. Third, get comfortable with ambiguity and feedback. Communications is often judged in real time, so resilience and a willingness to learn matter as much as writing skills. And don’t neglect the data side; being able to measure impact and speak the language of the C-suite will set you apart.
