Tabi T. Tabi is involved in developing the energy business in a sector where projects often face difficulties in achieving financial closure, despite confirmed demand for electricity and available capital for suitable opportunities. Nevertheless, the founder and CEO of Granville Energy admits that there are days when he has to remind himself of the reasons for his endeavor.
Sometimes he feels lost and defeated. Since no one is there to tell him what to do, he is forced to convince himself of his concept. This is an unusually candid admission for a CEO, but Tabi does not view leadership as a state of constant certainty. He also wants his team to feel empowered to admit their difficulties or uncertainties.
When asked what is required to lead a company, he does not give standard answers. He states: 'It all starts with the ability to identify the real problem and develop a product or service that solves it. From there comes the ingenuity to gather the right people and resources, and the leadership to give the team a clear direction and act quickly and purposefully. It also means being ready to adapt, make difficult decisions, and take responsibility for the outcome.'
Course Correction
The path of Granville Energy has not been straightforward. The company's initial plan was production, but Tabi abandoned this approach before reconsidering it after three years, questioning whether pure activity as a contractor, developer, or installer brought sufficient value.
Tabi's experience with supply chain issues in Africa contributed to this reassessment. He concluded that developing energy projects is insufficient if the equipment needed for their construction continues to be imported. He emphasizes: 'You cannot build meaningful local content policy based on imported equipment. You can only build a sustainable business based on local production ecosystems.'
Tabi added that he will change course again if the data requires it.
Gap Between Words and Actions
The energy sector occupies much of Tabi's thoughts, especially the difficulty of achieving financial closure for infrastructure projects in Africa despite confirmed demand and funding. Tabi believes that obstacles are often related to behavior—the gap between what governments and the private sector want to achieve and what they actually do.
He sees parallels between stalled energy deals and stuck good ideas. His favorite science fiction writer is Robert Ludlum, particularly 'Cassandra Compact'—stories where politics, state interests, and commercial gain can stand in the way of something that could be beneficial.
Tabi also admits that he is not a natural writer; his thoughts move faster than his ability to record ideas. Therefore, he reads, blogs when he can, and ponders what he wants to say before fixing it in its final form.
Trust Your Judgment
Tabi's path in business did not meet his family's expectations. His mother and aunt, both teachers, wanted him to study medicine. Instead, he chose engineering, drawn to computers, programming, and applied physics, believing there were other societal problems that needed solving.
Looking back, Tabi says that people need to trust their own judgment rather than relying on the confidence of others, although this does not mean every decision should be treated as final. His own experience suggests otherwise.
If Tabi had not pursued energy, he could have worked in medicine and research, with interests including cancer, medicinal plants in Africa, healthcare access, and how improved systems could help detect medical errors.
Hard Work Is Not a Guarantee
One piece of business advice that Tabi considers overrated is the idea that a solid plan, executing everything correctly, and hard work guarantee success. He argues that preparation and skills are important, but luck matters more than many are willing to admit.
This does not mean work can be avoided. It means entrepreneurs must accept that they cannot control every variable, even if they have done everything possible to prepare.
Tabi also does not claim to know all the answers, neither as a writer nor as a CEO. For someone building an energy business in a complex environment, perhaps this is the most telling part of his approach.
