Picture this: a vision for Nigeria’s first all-inclusive beach resort, born not in a boardroom but from a life forged in the fires of contrast. Born in Ukraine to a Russian-Nigerian family (a Russian mother and Nigerian father, navigating cultural crossroads from an early age, this entrepreneur’s journey is unlike any other), she learned resilience by not fitting in. Moving to Nigeria without English, she mastered the art of listening.
At 19, supporting her family, she traded a typical youth for a cabin crew uniform, learning discipline at 30,000 feet. Thrust into a world of contrasts, she learned resilience and empathy as survival tools—qualities that would come to define her approach to life and business.
When her father’s ill health demanded she step up, the young woman embraced responsibility and grit, soon finding herself soaring above the clouds as a cabin crew member for 17 years. But the skies were just the beginning. This was the unlikely training ground for Millie Slade, the co-founder of Jara Beach Resort. When she and her husband first shared their blueprint for a stress-free, eco-conscious coastal escape, they were met with a wall of scepticism. But armed with a unique blend of grit, empathy, and a flight-attendant-honed attention to detail, they pushed forward.
They battled a lack of power infrastructure, built a dream team from scratch, and even faced a devastating global lockdown just 12 weeks after opening. Yet, from that crisis, demand exploded. Starting small with just six rooms, Jara has blossomed into a 20-room sanctuary, a testament to a philosophy of intentional growth and an unshakeable belief that the greatest rewards lie on the other side of doubt. In this interview with Fejiro Anokwuru, the Jara chief not only tells a story, she reveals the depth of entrepreneurship and the recipe for success
You’ve had such a unique journey—born in Ukraine, raised partly in Nigeria, and even worked as a cabin crew before becoming an entrepreneur. Looking back, what personal experiences most shaped the way you approach life and business today?
Looking back, the biggest influences were the contrasts in my early life. Being born in Ukraine to a Russian mother and Nigerian father meant I didn’t always fit in, and that taught me resilience, empathy, and how to adapt to different environments. Moving to Nigeria without speaking English at first pushed me to really listen, observe, and learn quickly. When my father’s ill health meant I had to step up and support my family, I learnt responsibility and grit at a young age—and by 19, I was already working as a cabin crew. All of these experiences shaped the way I now approach life and business: with adaptability, empathy, and a strong work ethic. Above all, I value hard work—that’s what has truly made me who I am today.
You worked as cabin crew for 17 years before co-founding Jara. In what ways did that experience prepare you for running a hospitality business like the resort?
Seventeen years as a cabin crew member gave me the perfect foundation for hospitality. The early hours and unpredictable flight schedules taught me discipline, flying VIPs taught me attention to detail, and handling difficult situations alone trained me to think on my feet in fast-moving situations. More importantly, it showed me how to connect with people—understanding different cultures, anticipating needs, and creating memorable experiences even in challenging circumstances. All of those lessons now guide me at Jara Beach Resort. The professional training I received over the years has given me an edge, and I now apply that to train our own team.
When you and your husband first decided to build Jara Beach Resort, the idea of an all-inclusive beach stay didn’t really exist in Nigeria. On LinkedIn, you once shared that “when we first shared the idea with a few friends, many were sceptical”. What gave you the confidence to push forward despite the doubt?
It’s true—when we first shared the idea of an all-inclusive beach stay, many people couldn’t quite picture it working. But Mark and I believed deeply in the vision and were confident in Nigeria’s readiness. Our aim was to provide a quality, stress-free beach experience by eliminating the burden of budgeting for food and drinks, as well as overcoming local network challenges that could otherwise spoil the entire experience.
What were some of the biggest challenges you faced in bringing the resort from an idea to reality—and how did you overcome them?
We faced lots of challenges along the way, but the biggest were the lack of power infrastructure and finding the right people to build our dream team. Being entirely off-grid, we had to invest heavily in alternative sustainable solutions to ensure a seamless guest experience. And with people, we knew from the start that the team would make or break the business. It is an ongoing process of training, time, and patience, but today we’re proud to have a group that shares our values and delivers the level of service Jara is known for.
Jara opened in late 2019 but had to close after just 12 weeks due to the COVID-19 pandemic. That must have been a tough moment. How did you feel at that time, and were there any silver linings or lessons that came from that period?
At first, it felt devastating. But the silver lining was that when the world slowly reopened, international travel was still restricted, so people discovered Jara. The demand propelled us forward, and we quickly became fully booked. Looking back, that difficult moment actually accelerated our success. The biggest lesson was not to give up.
You later launched Jollof by Jara, which closed in 2024. Would you consider reopening it in the future, and are there lessons from that experience you now apply in managing the resort?
We launched Jollof by Jara with the same passion as we did the resort, but it felt like the stars didn’t align in the same way. It was a great concept, but the timing, location, and circumstances just weren’t right for it to live up to its potential. We may consider reopening a restaurant again in the future with the lessons learnt, but for now, we focus our energy on the resort. The experience has made us even more intentional and committed.
Jara started with just six rooms and now has 20. Your slogan has often been ‘starting small with big ambitions’. What has this growth journey taught you about that philosophy, and how much more expansion do you envision for the future?
We’re very fortunate not to have outside investors or a board of external directors, which gives my husband and I the freedom to make decisions in line with our values. Growth is important, but for us, it can never come at the expense of the guest experience. We will only expand when it feels right and when we’re confident we can maintain the same quality, intimacy, and attention to detail that Jara is known for. At the same time, we are exploring potential new projects that complement and align with the resort, so that any growth feels organic and true to what we’ve built.
Sustainability is clearly at the heart of Jara — from solar and wind energy to recycling, rainwater harvesting, and local sourcing. You even studied sustainable tourism at the University of Copenhagen. What drives your deep commitment to eco-friendly practices, and how do you balance them with the expectations of guests?
For me, it’s very simple—we have to leave a planet for our children, and that’s what drives my commitment to sustainability. Every decision we make at Jara is guided by that responsibility, whether it’s using solar and wind energy, harvesting rainwater, recycling, or sourcing locally. Of course, guests come expecting comfort, but we’ve found that most people, especially children, really appreciate being part of an experience that’s both enjoyable and responsible.
You now lead a team of over 50 people, and it’s clear that you value training, bonding, and motivation through awards. How do you keep your team engaged and aligned with the Jara vision?
We always make sure our vision is clear: every detail at Jara matters, and every team member plays a vital role in creating unforgettable experiences. Whether you’re part of the ground staff keeping the beach and gardens spotless or a concierge attending to guests, everyone is equally important. To keep that alignment, we hold quarterly training days where the whole team comes together—not just to build skills, but also to bond and celebrate both big and small wins. The Jara Staff Awards are definitely something everyone looks forward to every year when we reward our very best with cash and gifts.
We love that the staff shirts say ‘Eat, Drink, Repeat’. What does that motto represent in terms of the atmosphere and culture you want to create at Jara Beach Resort?
Mark came up with ‘Eat, Drink, Repeat’ and we felt it really captures the relaxed, carefree atmosphere we want every guest to feel at Jara. It’s about indulgence without worry—great food, endless drinks, and the freedom to simply enjoy the moment again and again. For our team, it also sets the tone: we’re here to create an easy, welcoming environment where guests can switch off from the outside world and fully immerse themselves in the Jara experience.
You’re a wife, mother of two, and a business owner. How do you balance motherhood, marriage, and running a fast-growing resort? And what advice would you give to other women navigating similar responsibilities?
Balancing it all isn’t easy, and honestly, there’s no perfect way to do it. I’m very fortunate to have a hands-on partner who is with me for all of it—that support is invaluable. I also lean on my mother and our nanny for support. Beyond that, it’s about being intentional with my time and accepting that I can’t do everything at once. Some days the family needs more of me, other days the business does, and that’s the reality. My advice to other women is to accept the juggle, ask for help when you need it, and keep moving at your own pace—nothing good comes fast or easy.
What improvements would you like to see in Nigeria’s tourism and hospitality regulations that would make it easier for eco-conscious businesses like yours to thrive?
Tourism in Nigeria has huge potential, but it needs stronger structures to truly thrive. And I don’t mean more committees—I mean real action. The biggest challenges for us now are power infrastructure and coastal erosion, which take the lion’s share of our expenses. There’s also little recognition for operators who are doing things the right way. Globally, there are so many eco-tourism grants that Nigeria could be tapping into, while also focusing more on supporting businesses that exist outside of ‘Detty December’. That said, we remain hopeful-the recent road improvements have already made a big difference for us, and they show what’s possible when the right actions are taken.
