The collapse of construction companies in the Nigerian housing sector continues unabated, even in the face of 17 million housing deficits. Many construction company leaders believe that lack of business opportunities and the recent world economic decline have been responsible for the collapse. This situation has resulted in limited business activities for 80% of the Nigerian construction companies. This multiple case study explored the strategies used by leaders to maximize profitability in the Nigerian housing sector. The RBV and Porter's model of competition provided the conceptual framework for the study. Findings were based on detailed reviews of the policies and procedures of the companies, coupled with semi-structured face-to-face interviews with 5 leaders of construction companies that have successfully completed and currently involved in several housing projects in 2 southwestern states in Nigeria. The research question examined the strategies construction company leaders used to maximize profitability in the Nigerian housing sector. Four themes representing strategy categories emerged from thematic analysis: planning, human capital development, leadership factor, and organizational location. The key outcomes from the findings include the need to plan with the available resources, employ and invest in competent staff, increase leadership influence, and improve knowledge of the business environment. The implication for social change includes a potential reduction in unemployment in Nigeria. Profitable organizations will construct more affordable housing through collaboration with public authority, and more low-income earners will be able to afford to live in a decent environment, thus reducing the populations of slum dwellers in the country.