For years, leadership debates within the National Hajj Commission of Nigeria (NAHCON) have followed a familiar pattern. At every appointment cycle, arguments erupt—quietly within government circles and loudly among stakeholders over who should lead the commission. More often than not, the dominant qualification placed on the table is the ability to speak Arabic fluently or possess deep clerical credentials.

While religious literacy remains important, the growing consensus among industry watchers is that this narrow criterion has outlived its usefulness.

NAHCON today is no longer just a religious coordination body; it is a multi-billion-naira enterprise overseeing complex logistics, international contracts, aviation services, accommodation procurement, foreign exchange transactions, and the welfare of tens of thousands of Nigerian pilgrims annually. In every practical sense, it functions like a large corporation with all the risks, financial exposure, and accountability that comes with one.

A History of Repeated Institutional Struggles

Critics point to the commission’s own history as evidence that piety and linguistic ability alone are insufficient to manage such a structure.

Under several past chairmen, NAHCON grappled with recurring challenges: late payments to Saudi service providers, poor negotiation of accommodation contracts, airline scheduling chaos, inadequate financial transparency, and repeated last-minute interventions by the federal government to avert diplomatic embarrassment during Hajj operations.

The Arabic-speaking chairmen were praised for their religious knowledge and access to Saudi officials, yet struggled with corporate governance fundamentals procurement planning, contract enforcement, risk management, and internal controls. The result was predictable: cost overruns passed to pilgrims, strained relations with service providers, and post-Hajj audits that raised uncomfortable questions.

In some cases, leadership failed to grasp that modern Hajj operations are driven less by religious ceremony and more by logistics, negotiation, and financial discipline. The ability to read or speak Arabic did not prevent avoidable losses, nor did it shield the commission from public criticism when operations faltered.

NAHCON as a Revenue-Handling Agency

What further strengthens this argument is the reality that NAHCON now sits at the intersection of faith and commerce. Billions of naira move through its ecosystem annually—from pilgrim fares and airline contracts to accommodation, feeding, medical services, and foreign exchange remittances.

This financial scale demands a leader who understands balance sheets as much as prayer schedules; someone comfortable with audits, compliance frameworks, performance metrics, and international contract negotiations. In any other sector handling comparable funds, aviation, ports, energy, or telecommunications appointing a chief executive based primarily on linguistic or religious credentials would be unthinkable.

Yet, NAHCON has repeatedly been treated as an exception.

The Cost of the Old Thinking

Defenders of the status quo argue that Arabic fluency ensures smoother interaction with Saudi authorities. However, critics counter that professional interpreters, legal advisers, and diplomatic channels already exist for that purpose. What cannot be outsourced is executive judgment, financial prudence, and organizational leadership.

Each time the commission falters, it is Nigerian pilgrims who pay the price through higher fares, substandard services, or last-minute disruptions that undermine the spiritual experience Hajj is meant to provide.

Time for a Strategic Shift

The current leadership debate presents an opportunity to rethink old assumptions. NAHCON does not need a cleric who later learns management on the job. It needs a tested administrator someone with a track record in managing large institutions, negotiating high-value contracts, and enforcing accountability who also respects the religious significance of the assignment.

Arabic fluency should be an advantage, not the defining qualification.

As NAHCON continues to evolve into a full-scale operational and revenue-handling agency, insisting on outdated leadership criteria risks repeating the same cycle of inefficiency and controversy. The commission, and the pilgrims it serves, deserve better.

The question facing policymakers is simple: will NAHCON continue to be led as a pilgrimage committee or finally be run like the complex business organization it has become?