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www.africanleadershipmagazine.co.uk | 5
FROM THE PUBLISHER’S
Desk
For too long, we have misread the
nature of power and official titles.
We trusted authority to suffice. We
believed titles would bear our ideas.
We assumed our results alone would
speak for themselves.
They do not.
They never have!
Across boardrooms, ministries,
multinationals, and even social
movements, I have watched a pattern
repeat itself. The most competent
people are often the least influential.
Not because they lack substance, but
because they lack strategic influence.
Strategic influence is the ability to
shape decisions before they are
made, not after they are announced.
It is the discipline of being present
in the rooms that matter, controlling
the narrative that defines value, and
aligning perception with reality.
This is why it matters.
You can build world class institutions
and still be sidelined. You can design
policies that transform economies
and still be ignored. You can lead with
integrity and excellence and watch
louder, less capable voices dominate
the agenda.
Influence is not manipulation. It
is positioning. It is understanding
how power moves, how credibility
is constructed, and how trust
compounds over time. It is knowing
when to speak, where to show up,
and how to frame your ideas so they
travel beyond you.
In Africa especially, this gap has
been costly. We have leaders
delivering tangible impact while
foreign narratives define our value.
We have experts solving complex
problems while outsiders become the
interpreters of our reality. Excellence
without influence has limited our
leverage.
I learned this lesson the hard way.
Building institutions, engaging global
partners, navigating policy spaces,
and scaling initiatives taught me that
outcomes improve when influence
is intentional. When you stop leaving
perception to chance. When you
design visibility as carefully as you
design systems.
Over the next 30 days, I will be
sharing practical lessons from years
of building, negotiating, failing,
recalibrating, and leading across
sectors. Not theory. Not motivational
soundbites. Real frameworks on
strategic influence, leadership
visibility, narrative control, stakeholder
alignment, and institutional credibility.
If you are a leader, founder,
policymaker, or professional who
is tired of doing important work in
obscurity, this will matter to you.
Because in today’s world, impact is
not enough. Influence determines
whether that impact scales.
And it is time we became deliberate
about it.
At the African Leadership
Organization, we champion
exceptional African leaders ready to
rise higher, expand their influence,
and shape the continent’s future.
Our flagship platform — the African
Leadership Council (ALC) — is an
exclusive, invitation-only network
bringing together Africa’s most
impactful change-makers to
connect, collaborate, and amplify
their legacy where it matters most.
If you believe your leadership,
vision, and impact deserve a
seat at this powerful table, take
the next step today. Visit www.
AfricanLeadershipCouncil.com to
request your invitation — because
influence isn’t given, it’s claimed by
those bold enough to step forward.
Dr. Ken Giami
Founder, African Leadership Magazine UK
Strategic Influence for African Leaders
6 | African Leadership
6 | African Leadership
EDITOR’S NOTE
Security in Africa is changing, and it is
something you can see in numbers and
in practice. African countries now provide
most of the troops for peace operations
on the continent, and together they
spend over fifty billion dollars each year
on defence and security, according to
SIPRI, while international missions are
becoming smaller and more selective. That
is the reality we have to work with. Most
threats today cross borders in the form of
insurgencies, organised crime, financial
networks, trafficking, and countries cannot
manage them alone. Regional bodies like
ECOWAS and the African Union have
had to coordinate responses as part of
ordinary operations rather than special
arrangements, and that coordination is only
going to grow in importance.
Institutions matter just as much as military
strength. Data from the Ibrahim Index
of African Governance and the World
Bank show that countries with stronger
institutions and higher public trust handle
instability better and recover faster.
That does not mean security is easy or
automatic, but it shows where attention
pays off. Our conversation with General
Musa reflects this approach. He talks
about accountability in leadership, about
building security structures that function
without constant external direction, and
about regional cooperation as a day-to-day
responsibility. It is practical, grounded, and
connected to what is already happening in
African security circles.
We also look at the economic and
infrastructure side of security. Africa faces
a financing gap of roughly one hundred
billion dollars a year for roads, energy, and
transport networks. Where these gaps
exist, response capacity is limited, and
resilience is weaker. Investments in these
areas are not just about growth; they are
about stability, and they shape the context
in which security decisions are made.
Digital systems and financial networks are
another layer. As digital adoption spreads,
cybercrime and financial fraud cost African
economies billions of dollars annually,
according to Interpol and regional banking
reports. Preparedness here is part of the
same work that keeps communities safe
on the ground. Leadership and institutional
readiness in this space are as real as any
battalion.
Finally, this edition looks at leadership.
Younger leaders are less focused on
rank and more on adaptability, integrity,
and collaboration. That matters because
security is not about a single person or a
single policy. It is about the choices made
every day across institutions, across
borders, and across sectors. This February
edition shows the work that is already
happening and the decisions that will shape
the future of security for years to come.
Blessing Ernest
What Has Changed in Africa’s Security
Conversation?
Editor, African Leadership Magazine UK
Security in Africa is changing, and it is
something you can see in numbers and in
practice. African countries now provide
most of the troops for peace operations
on the continent, and together they spend
over fifty billion dollars each year on
defence and security, according to SIPRI,
while international missions are becoming
smaller and more selective
TABLE OF
CONTENTS
10
Abdoul Karim Diallo: Bridging
Guinea’s Manufacturing Gap
42
Barnabas Nawangwe: Shaping
Innovators And Africa’s Next
Builders
50
Building Africa’s Human
Capital at AIU West Africa
54
Can General Abdelkerim
Charfadine Turn Chad’s
Informal Gold Mines Into a
Model Industry?
56
Chief Lesi Maol: The Force
Behind Environmental Change
66
Ghana’s Universal Merchant
Bank Leads Financial Growth
with Trust
16
78
64
46
8 | African Leadership
22
60
34
38
68
30
72
www.africanleadershipmagazine.co.uk | 9
10 | African Leadership
| FINANCE LEADERSHIP
| BUSINESS/ECONOMY
ABDOUL KARIM
DIALLO: BRIDGING
GUINEA’S
MANUFACTURING
GAP
10 | African Leadership
www.africanleadershipmagazine.co.uk | 11
Industrial development is rarely the result of sudden breakthroughs.
More often, it is built through years of disciplined investment,
strategic patience, and an unwavering belief in local capacity. In
Guinea, Abdoul Karim Diallo is one of the leaders championing this
long-term strategy. As Chief Executive Officer of Sonoco Group,
he has guided the company from its origins as a family enterprise
into one of the country’s most diversified and strategically integrated
industrial groups.
“When I assumed leadership of Sonoco, my goal was clear,”
Diallo says. “It was to transform a family business into a modern
industrial group that contributes meaningfully to Guinea’s economic
independence.”
Born on November 3, 1985, and raised in Conakry, Diallo grew up in
an environment where entrepreneurship was part of everyday life. His
father, Mamadou Saliou Diallo, founded Sonoco Group in the 1990s,
establishing the base of what would later become a major player in
Guinea’s private sector. However, when Abdoul Karim Diallo joined
the company in 2009, his entry point was not executive leadership
but operational reality.
He began by working on construction sites, overseeing port
operations, and learning the complexities of logistics and supply
chains. From the outset, merit was emphasized over lineage. These
early responsibilities shaped a leadership approach grounded in
practical knowledge, accountability, and respect for process.
“My father made it clear that merit would define my path, not
lineage,” Diallo recalls.
They also instilled a long-term perspective on what it takes to build
durable industrial institutions in challenging environments.
When Diallo assumed leadership of Sonoco Group, he articulated
a clear strategic objective: to transform the company into a modern
industrial group capable of contributing meaningfully to Guinea’s
economic independence. This ambition required a fundamental shift
from trading activities toward industrial production, supported by
investment in technology, governance, and human capital.
“Our strategy focused on diversification, integration, and value
creation across key sectors,” Diallo explains. “We invested in
technology, governance, and people.”
The group’s strategy centered on diversification and integration
across sectors essential to national development, including flour
milling, beverages, metallurgy, logistics, and agriculture. Each
expansion was designed to strengthen local value chains and reduce
structural dependence on imports.
“Every decision has been guided by the principle that Africa must
process what it produces,” Diallo says.
Underpinning these decisions was a guiding principle that local
resources should be processed locally in order to maximize
Industrial
development
is rarely the
result of sudden
breakthroughs.
More often, it is
built through years
of disciplined
investment, strategic
patience, and an
unwavering belief
in local capacity.
In Guinea, Abdoul
Karim Diallo is
one of the leaders
championing this
long-term strategy.
As Chief Executive
Officer of Sonoco
Group, he has guided
the company from its
origins as a family
enterprise into one
of the country’s
most diversified
and strategically
integrated industrial
groups
BUSINESS/ECONOMY |
12 | African Leadership
12 | African Leadership
economic impact. This strategic
discipline enabled Sonoco to grow
steadily while maintaining coherence
across its operations, positioning the
group as one of Guinea’s industrial
flagships.
Several transformative milestones
illustrate Sonoco’s evolution under
Diallo’s leadership. One of the most
significant was the acquisition and
revival of Nestlé Guinée. The transaction
enabled the relaunch of local production
of essential consumer food products,
including Maggi bouillon cubes, restoring
manufacturing capacity that had
previously been lost.
“The acquisition of Nestlé Guinée
allowed us to relaunch local production
of essential food products,” Diallo notes.
“It was a decisive step in rebuilding local
industrial capacity.”
Beyond its commercial value, the
acquisition demonstrated the viability
of domestic ownership in sustaining
international production standards.
Another major development was the
establishment of Salam Beverages,
which introduced modern production
facilities for bottled water, juices, and
energy drinks. The project marked
Sonoco’s entry into the fast-moving
consumer goods sector at scale.
“We established modern beverage
facilities producing Salam Water, juices,
and energy drinks,” Diallo says.
A co-packing partnership with Coca-
Cola followed, reflecting international
confidence in the group’s operational
systems, quality controls, and
governance standards.
“Our partnerships, including with Coca-
Cola, reflect trust in our systems and
standards,” he adds.
Sonoco also expanded into
metallurgy and construction materials,
strengthening Guinea’s industrial base
and supporting national infrastructure
development. In parallel, the group
launched large-scale agricultural and
poultry integration projects through its
subsidiary FERMAV.
“Through FERMAV, we launched large-
scale agricultural and poultry integration
projects that support food security and
job creation,” Diallo explains.
Each of these milestones reflects a
consistent focus on building productive
capacity rather than short-term market
gains.
Sonoco’s industrial expansion aligns
closely with Guinea’s broader economic
development priorities. By promoting
local production, the group contributes
to employment creation, skills
development, and import substitution.
“Our growth directly supports Guinea’s
economic development goals,” Diallo
says. “We create local value chains,
generate employment, and reduce
imports.”
Diallo views private-sector leadership
as an essential complement to public
policy, particularly in economies seeking
structural transformation. The company’s
activities support improvements in trade
balance and industrial self-reliance.
“We believe industrial independence is
a prerequisite for political and economic
sovereignty,” he states. “Sonoco’s
expansion embodies that belief.”
Sonoco’s model demonstrates how
locally anchored enterprises can play
a central role in national development
strategies while remaining commercially
competitive. The group’s growing
presence across the West African
subregion further extends this impact
through exports and new industrial
projects beyond Guinea’s borders.
A defining feature of Sonoco’s
transformation has been its emphasis on
innovation and operational excellence.
Several
transformative
milestones
illustrate Sonoco’s
evolution under
Diallo’s leadership.
One of the most
significant was
the acquisition
and revival of
Nestlé Guinée.
The transaction
enabled the
relaunch of
local production
of essential
consumer food
products, including
Maggi bouillon
cubes, restoring
manufacturing
capacity that had
previously been
lost
| BUSINESS/ECONOMY
www.africanleadershipmagazine.co.uk | 13
These investments
replaced
fragmented manual
processes with
standardized,
transparent, and
scalable systems.
Environmental and
quality standards
have also been
strengthened
across
operations, with
a focus on waste
reduction, energy
optimization, and
efficiency.
Diallo led the modernization of production
facilities using advanced European
technologies and introduced integrated
management systems such as SAP
across the group.
“We modernized our factories with
the latest European technologies and
integrated SAP across the group,” Diallo
explains.
These investments replaced fragmented
manual processes with standardized,
transparent, and scalable systems.
Environmental and quality standards
have also been strengthened across
operations, with a focus on waste
reduction, energy optimization, and
efficiency.
“Sustainability is not a slogan for us,”
Diallo emphasizes. “It is an operational
standard.”
BUSINESS/ECONOMY |
14 | African Leadership
Future investments include renewable
energy integration and circular economy
initiatives aimed at recycling industrial by-
products.
Diallo’s strategic orientation was further
shaped in 2018, when he completed the
Program for Leadership Development at
Harvard Business School, reinforcing his
focus on disciplined execution and long-
term value creation.
Despite the capital-intensive nature of
Sonoco’s activities, Diallo consistently
emphasizes the importance of human
capital.
“Our most valuable asset is our people,”
he says.
The group has invested heavily in
training, internal promotion, and
structured career development.
Hundreds of young Guineans have
benefited from apprenticeship programs,
technical training, and partnerships with
international institutions.
“Many of our managers today began
their careers as trainees,” Diallo notes.
The company also actively recruits
Guinean professionals from the diaspora.
“We actively recruit Guinean talent
from the diaspora and provide them
opportunities to contribute to their
country’s growth,” he says. “Empowering
youth is central to Sonoco’s legacy.”
Industrial development in Guinea faces
persistent constraints, including energy
availability, logistics infrastructure, and
access to financing. Rather than allowing
these challenges to limit growth, Sonoco
adopted a strategy of vertical integration.
“We turned these constraints into
opportunities by integrating vertically,”
Diallo explains.
The group invested in its own logistics
networks, warehousing systems, and
transport fleets to improve reliability
and efficiency. It also established strong
relationships with financial institutions
based on transparency, governance,
and consistent performance.
“Our philosophy is to adapt, innovate,
and build resilience rather than wait for
ideal conditions,” he says.
Strategic partnerships have played
a critical role in Sonoco’s expansion.
Collaborations with global companies
such as Nestlé and Coca-Cola have
been complemented by regional
partnerships across ECOWAS and
engagement with public institutions
supporting industrial development.
“We collaborate with global leaders,
regional partners, and public institutions
supporting industrialisation,” Diallo says.
Looking ahead, Sonoco plans to deepen
its industrial integration, expand exports
throughout the subregion, and invest in
new sectors including cement, pasta
production, and renewable energy.
“Over the next decade, we will deepen
our industrial integration, expand
exports, and invest in new sectors,”
Diallo explains.
At 39, Abdoul Karim Diallo has gained
continental recognition, including his
nomination among the Choiseul 100
Africa, which highlights influential
young economic leaders shaping
the continent’s future. His leadership
reflects a broader shift toward locally
driven industrialisation anchored in
performance, accountability, and long-
term impact.
“I aspire to leave a legacy of industrial
patriotism,” Diallo says. “A belief
that Africans can build world-class
enterprises on their soil, by their hands,
for their people.”
From Guinea to the wider West African
region, Diallo’s work illustrates how
industrial development, when pursued
with discipline and purpose, can become
a foundation for economic resilience and
national progress.
At 39, Abdoul
Karim Diallo has
gained continental
recognition,
including his
nomination among
the Choiseul 100
Africa, which
highlights
influential young
economic leaders
shaping the
continent’s future.
His leadership
reflects a broader
shift toward
locally driven
industrialisation
anchored in
performance,
accountability, and
long-term impact
| BUSINESS/ECONOMY
www.africanleadershipmagazine.co.uk | 15
FINANCE LEADERSHIP |
16 | African Leadership
| FINANCE LEADERSHIP
16 | African Leadership
ALM PERSONS
OF THE YEAR 2025:
VISIONARIES TO
WATCH IN YEAR
AHEAD!
| COVER
www.africanleadershipmagazine.co.uk | 17
As Africa witnesses a new era of progress,
innovation, and leadership, it is only fitting that
we pause to recognise the trailblazers who
are shaping the continent’s destiny. The 2026
African Leadership Magazine Persons of the
Year represent not only individual excellence but
the collective promise of Africa, a promise built
on vision, resilience, and impact.
The African Leadership Magazine Persons of
the Year (POTY) Ceremony is Africa’s premier
annual celebration of visionary leadership and
institutional excellence, convened by African
Leadership Magazine (ALM). Now in its 15th
year, the POTY platform brings together
Heads of State, senior policymakers, business
leaders, and development partners to recognise
individuals and institutions whose leadership has
delivered tangible impact across governance,
economic transformation, peacebuilding, and
sustainable development on the continent.
The 2026 edition features high-level plenary
sessions, leadership dialogues, investment
showcases, and multi-sector networking
engagements focused on Africa’s peace,
economic cooperation, institutional renewal,
and long-term development agenda.
This year’s winners remind us that leadership
is not merely a position; it is a responsibility to
uplift communities, strengthen institutions, and
leave a legacy for future generations. From
heads of state and lawmakers to industrialists,
educationists, and young innovators, the
roster of 2025’s honorees paints a portrait of a
continent brimming with talent, purpose, and
optimism.
African of the Year
John Dramani Mahama is the President of
the Republic of Ghana, sworn into office on
7 January 2025 after previously serving as
President from 2012 to 2017. His current
administration is focused on restoring
macroeconomic stability, strengthening fiscal
discipline, and rebuilding investor and public
confidence, while advancing a production-
led growth agenda centred on agriculture,
industrialisation, youth employment, and
increased value addition in strategic sectors
such as mining and cocoa. He has also
prioritised improving public sector efficiency,
enhancing revenue mobilisation, and reducing
resource leakages to support a more resilient
and diversified economy. At the continental
level, President Mahama has reinforced Ghana’s
strategic role as host of the African Continental
Free Trade Area (AfCFTA) Secretariat, actively
promoting intra-African trade, regional value
chains, and investment partnerships, while
engaging within ECOWAS to support regional
stability and advocating globally for debt
reform, climate finance, and a more equitable
international financial system—positioning
Ghana as a stable economic hub and an
influential voice in Africa’s development and
integration agenda.
African Political Leader of the Year
Netumbo Nandi-Ndaitwah, President of
Namibia, earns the distinction of African
Political Leader of the Year. Her leadership has
been characterised by vision, inclusivity, and
pragmatic governance. Under her guidance,
Namibia has strengthened democratic
institutions, implemented transformative
economic policies, and prioritised the welfare
of its citizens. President Nandi-Ndaitwah
COVER |
18 | African Leadership
18 | African Leadership
embodies the promise of a leader whose
policies are measured not just by statistics but
by tangible improvements in the lives of people
across the nation.
African Inspirational Leader of the
Year
Samuel Ntsokoane Matekane is the Prime
Minister of the Kingdom of Lesotho, sworn
into office on 28 October 2022. A successful
entrepreneur-turned-reformist leader, he has
prioritised economic revival, job creation, and
private sector–driven growth. His administration
is focused on restoring fiscal stability, improving
governance, combating corruption, and
strengthening infrastructure, while advancing
regional cooperation and positioning Lesotho
for greater economic integration and sustainable
development.
African Female Leader of the Year
Vice President Esperança Maria Eduardo
Francisco da Costa, sworn into office on 15
September 2022 as Angola’s first female Vice
President, brings a distinguished background
in science, higher education, and institutional
development to national leadership. A trained
biologist and former National Director for the
Expansion of Higher Education, she has played
a key role in strengthening access to tertiary
education and advancing Angola’s human
capital base. In office, she has continued
to champion science, innovation, women’s
participation in STEM, and sustainable
development, promoting a knowledge-driven
and inclusive approach to Angola’s economic
diversification and long-term national resilience.
African Educationist of the Year
Barnabas Nawangwe, Vice Chancellor of
Makerere University, receives the accolade
of African Educationist of the Year. Under
his stewardship, Makerere University has
become a hub for innovation, research, and
academic excellence. Professor Nawangwe’s
commitment to nurturing critical thinking and
empowering young minds has strengthened
Africa’s educational landscape, ensuring that
the continent’s youth are prepared to meet
the challenges and opportunities of the 21st
century.
Africa Peace & Security Leader of the
Year
General Mbaye Cissé, Chief of the General
Staff, Armed Forces of Senegal, is recognised
as Africa Peace & Security Leader of the Year.
General Cissé has demonstrated remarkable
strategic foresight and dedication to maintaining
peace, both domestically and in regional security
efforts. His leadership embodies the principles
| COVER
www.africanleadershipmagazine.co.uk | 19
of discipline, collaboration, and resilience,
ensuring that Senegal continues to stand as
a model of stability in a dynamic and evolving
geopolitical landscape.
African Industrialist of the Year
Samuel Dossou-Aworet, Founder & Chairman
of Petrolin Group, Benin, is awarded
African Industrialist of the Year. A visionary
entrepreneur, Mr Dossou-Aworet has built
enterprises that not only drive economic
growth but also create jobs and foster
innovation across Africa. His approach
to industrial development emphasises
sustainability, ethical business practices,
and transformative investment, making him a
shining example of how private enterprise can
propel national and continental progress.
African Philanthropist of the Year
Samuel Tafesse, Founder of Sunshine
Investment Group, Ethiopia, stands out as
African Philanthropist of the Year. Beyond
his entrepreneurial accomplishments, Mr
Tafesse has dedicated himself to uplifting
vulnerable communities through initiatives in
health, education, and social empowerment.
His approach reflects the best of African
philanthropy: using resources, influence, and
ingenuity to create sustainable, long-term
positive change.
Young African Leader of the Year
Khalil Suleiman Halilu, Executive Vice
Chairman/CEO of Nigeria’s National Agency
for Science and Engineering Infrastructure,
earns the title Young African Leader of the
Year. A trailblazer in science and innovation,
Mr Halilu exemplifies the creative energy
and technological vision of Africa’s youth.
His initiatives have expanded research
infrastructure, promoted STEM education, and
positioned Nigeria as a hub for engineering
excellence, proving that young leadership can
transform entire sectors of society.
COVER |
www.africanleadershipmagazine.co.uk | 19
African Public Sector Leader of the
Year
Debele Kabeta, Commissioner of the Ethiopian
Customs Commission, is celebrated as African
Public Sector Leader of the Year. Through
visionary reforms and efficiency-driven initiatives,
Mr Kabeta has modernised Ethiopia’s customs
framework, boosting trade facilitation and
enhancing revenue collection. His leadership
underscores the importance of public sector
excellence as a foundation for national growth,
demonstrating that effective governance is the
cornerstone of prosperity.
African Public Health Champion of
the Year
Esperance Luvindao, Minister of Health,
Namibia, shines as African Public Health
Champion of the Year. Her policies have
strengthened health systems, improved access
to care, and championed preventive health
initiatives across Namibia. Minister Luvindao’s
dedication embodies the principle that healthy
populations are the bedrock of sustainable
development, and her leadership continues to
inspire health practitioners across the continent.
African Agricultural Development
Leader of the Year
Girma Amente, Minister of Agriculture, Ethiopia,
receives recognition as African Agricultural
Development Leader of the Year. With a
focus on food security, sustainable farming,
and rural development, Minister Amente has
driven programs that enhance livelihoods,
increase productivity, and empower farming
communities. His vision demonstrates the
transformative potential of agriculture as a lever
for economic growth and social prosperity.
African Government Minister of the
Year
Sheku Ahmed Fantamadi Bangura, Minister of
Finance, Sierra Leone, is honoured as African
Government Minister of the Year. His strategic
financial stewardship, policy foresight, and
commitment to fiscal responsibility have
strengthened Sierra Leone’s economy.
| COVER
20 | African Leadership
Minister Bangura exemplifies how competent
governance in economic management can
inspire confidence, attract investment, and build
resilient national systems.
African Lawmaker of the Year
Austelino Tavares Correia, President of the
National Assembly, Cape Verde, is recognised
as African Lawmaker of the Year. Through
visionary legislative leadership, President
Correia has championed policies that foster
social equity, economic growth, and democratic
accountability. His approach illustrates the
pivotal role that effective lawmakers play in
shaping inclusive, forward-looking national
agendas.
Young African Philanthropist of the
Year
Wicknell Chivayo, CEO of Intratrek, Zimbabwe,
emerges as Young African Philanthropist of
the Year. Combining entrepreneurial success
with social responsibility, Mr Chivayo supports
initiatives that address pressing societal
challenges. His commitment illustrates the
growing influence of young philanthropists who
are shaping Africa’s social and economic future
through innovation, compassion, and action.
Together, these leaders define Africa’s promise.
They remind us that true leadership combines
vision, integrity, and service. As we celebrate
the 2025 Persons of the Year awardees, we
honour not only their achievements but the
enduring spirit of a continent rising—stronger,
more resilient, and ready to take its place on the
global stage.
www.africanleadershipmagazine.co.uk | 21
COVER |
22 | African Leadership
| FINANCE LEADERSHIP
FROM THE
FRONTLINES OF
HEALTH EDUCATION
TO GLOBAL HEALTH
DIPLOMACY
22 | African Leadership
| COVER
www.africanleadershipmagazine.co.uk | 23
Kenya Medical Training College (KMTC) has grown into one of the
largest health training institutions in Africa, with over 92 campuses and
more than 85,500 students across the country. Each year, it produces
thousands of nurses, clinical officers, and other health professionals
who fill critical roles in hospitals, clinics, and community health
programs. The scale of this achievement is hard to overstate: KMTC
graduates now make up over 85% of Kenya’s middle-level healthcare
workforce, a contribution that touches almost every facility in the
country. The quality, breadth, and reach of this work are a reflection
of leadership that has prioritized global competitiveness, rigorous
training, and strategic partnerships, hallmarks of the tenure of Dr Kelly
Oluoch, the Chief Executive Officer of KMTC who has steered the
institution since 2022.
To understand how KMTC has achieved such scale and influence,
African Leadership Magazine spoke with Dr Oluoch in an exclusive
interview. This candid conversation sheds light on the operational
and strategic decisions behind KMTC’s success and as well
provides broader insights into Kenya’s health sector: from workforce
development and research priorities to international partnerships
and policy innovations. Through his perspective, the challenges,
opportunities, and ambitions of Kenya’s largest medical training
college come into focus, revealing how one institution can shape the
future of healthcare across a nation.
Excerpt
You have led KMTC since 2022, overseeing a vast network of
campuses and tens of thousands of students. Looking ahead
to 2026 and beyond, what does institutional resilience mean to
you, and how are you preparing KMTC to remain responsive in an
increasingly complex health landscape?
I came to see it as a strategic plan, which is a live document that we
continue to revise from time to time and use to evaluate ourselves in
terms of our level of performance. As it stands now, the institution is
focused on being a globally competitive institution in the training of
human resources for health. We do this by ensuring that we produce
fit-for-purpose human resources for health through transformative
training, research, and consultancy services.
Kenya Medical
Training
College(KMTC) has
grown into one of
the largest health
training institutions
in Africa, with over
92 campuses and
more than 85,500
students across the
country. Each year, it
produces thousands
of nurses, clinical
officers, and other
health professionals
who fill critical roles
in hospitals, clinics,
and community
health programs.
The scale of this
achievement is hard
to overstate: KMTC
graduates now
make up over 85%
of Kenya’s middle-
level healthcare
workforce, a
contribution that
touches almost
every facility in the
country
COVER |