Cohort 3
Progress Narrative
Transforming food systems
requires leaders who can turn
ambition into reality.
Advanced Leadership
Programme
Table of
Content
03
03
06
08
09
12
18
Preface
Foreword
Epigraph
Introduction
Testimonials
Meet our graduates
Country Spotlights: Country narratives
and Priorities
PREFACE
FO
It re
tra
fro
the
tho
Africa’s agricultural sector holds immense promise to feed the
continent, drive economic growth, create jobs, and build climate
resilience. Yet this potential can only be realised through
visionary, capable, and collaborative leadership.
The Centre for African Leaders in Agriculture (CALA), an AGRA
initiative launched in 2021, is built on this conviction transforming
food systems requires leaders who can turn ambition into reality.
This publication brings together stories and insights from the
CALA Advanced Leadership programme cohort 3, drawn from
Ethiopia, Ghana, Kenya, Malawi, Nigeria, Rwanda, Tanzania, and
Uganda. These senior leaders and rising stars share a
commitment to reshaping food systems across Africa.
Their journeys demonstrate the power of peer-driven learning
and real-world problem solving to unlock systemic change.
Through Action Learning Projects, country-level collaborations,
and an enduring alumni network, CALA leaders from Public,
Private, and Civil Society-transforming food systems-are
advancing national priorities and showcasing what’s possible
when expertise aligns with shared purpose.
This collection celebrates their achievements, captures key
lessons, and aims to inspire the next generation of African
leaders to carry on the work of food systems transformation.
A fo
resu
coa
At A
tech
CAL
prac
As A
lead
redu
prac
We
coh
com
forw
imp
on A
tran
OREWORD
eminds us that
ansformation stems not
om strategy alone, but from
e courage and creativity of
ose who lead.
ood-secure, prosperous, and resilient Africa is within reach. Yet turning commitment into
ults requires more than policy, it requires leaders who can navigate complexity, build
alitions, and act decisively.
AGRA, we have long recognized that food systems transformation depends not only on
hnical solutions, but on people who can champion change and collaborate across sectors.
LA reflects this belief, equipping leaders from government, business, and civil society with the
ctical skills, knowledge, and networks to deliver on national and continental goals.
Africa advances the Kampala Declaration and the third CAADP Strategy and Action Plan, CALA
ders are ready to turn vision into impact. This publication showcases their efforts from
ucing seed gaps and post-harvest losses to boosting trade, nutrition, and climate-smart
ctices.
commend the CALA
horts 3 for their
mmitment and look
ward to the continued
pact of their leadership
Africa’s food system
nsformation journey
Alice Ruhweza,
AGRA
president
My
oth
cou
res
env
The
the
lead
of o
Wha
nav
trus
resi
gen
farm
CAL
the
rem
and
As w
alum
lead
Coh
FO
Lilia
Sen
CAL
AGR
y hope is that their stories will inspire
hers to lead differently, with
urage and collaboration, until a
silient, food-secure Africa is not just
visioned, but realized.
graduation of CALA Cohort 3 marked not just the close of a 16-month leadership journey, but
continuation of a movement that Africa’s food systems urgently need. I have watched these
ders grow in courage, collaboration, and clarity of purpose and I am convinced that the future
our continent’s transformation rests in such hands.
at stood out most in this cohort was not only their technical expertise, but their ability to
vigate complexity: aligning diverse actors around national food systems priorities, inspiring
st across government, private sector, and civil society, and pushing through challenges with
lience. Their Action Learning Projects were proof that when leaders work together, they can
nerate impact that strengthens institutions, shifts markets, and leaves lasting benefits for
mers, women, and youth.
LA was founded on the belief that Africa does not lack leaders, but it does require leaders with
right set of skills to move ambition into action. Cohort 3 has demonstrated this truth. They
mind us that transformation depends as much on emotional intelligence, coalition-building,
d persistence as it does on policy frameworks and strategies.
we look to the future, our task is to sustain and grow this leadership ecosystem to anchor
mni within country priorities, to expand across new regions, and to build a critical mass of
ders who will carry forward Africa’s food systems transformation agenda for generations.
hort 3 has set the bar high.
Alice Ruhweza,
AGRA
president
OREWORD
an Githinji
nior Specialist – Institutional Strengthening and
LA
RA
The
pa
At th
wha
Foo
futu
solu
Thro
wal
wha
sha
The
not
At A
min
anc
emp
The
resp
forw
resi
FO
Bre
Par
Afri
e leaders we celebrate in these
ges have set a strong foundation
he African Management Institute (AMI), we believe that leadership is not only about
at you achieve individually, but about how you enable others to achieve collectively.
d systems leadership, in particular, is not just about growing food, it is about growing
ures. It requires visionaries who can convene, collaborate, and create practical
utions that take root in communities and scale across countries.
ough the Centre for African Leaders in Agriculture (CALA), we have had the privilege of
king alongside leaders who embody this systems mindset. Cohort 3 has shown us
at it looks like in action: navigating complexity with clarity, rallying partners around
red priorities, and turning ambition into impact through their Action Learning Projects.
ir work is a reminder that real transformation happens when leaders move together,
as isolated figures, but as connected networks holding each other to account.
AMI, we remain deeply committed to equipping leaders with the tools, skills, and
ndset they need to make change that lasts. CALA has proven that when leadership is
chored in both competence and character, it can spark change that feeds nations,
powers youth, and unlock prosperity across the continent.
leaders we celebrate in these pages have set a strong foundation. Our shared
ponsibility now; across institutions, partners, and alumni is to carry this momentum
ward, nurturing a growing community of leaders who will ensure Africa’s food future is
lient, inclusive, and sustainable for generations to come.
Alice Ruhweza,
AGRA
president
OREWORD
enda Wandera
rtnerships & Programmes Lead- Food Systems,
ican Management Institute.
ELYSE
MUHORO
// SENIOR PROJECT MANAGER AT
INTERNATIONAL ALERT, RWANDA.
“Before joining the program, I might not have
realized gaps in my leadership. But after
starting, it became clear that there were areas
where I could do better like planning, setting
clear goals, and measuring success. Some of
the courses, especially on emotional
intelligence and influence, opened my eyes to
concepts I wasn’t even aware of before.”
SADUZA
TUDRISU
// MINISTRY OF FOOD A
GHANA
“In the past, I focused main
results and performance. A
I realised it’s important to l
understand why someone
performing well. It’s not jus
also about identifying the r
supporting people to overc
EPIGRAPH
AND AGRICULTURE,
nly on technical
After the programme,
look deeper and
might not be
st about results; it’s
root causes and
come challenges.”
MARY
JULES KIGALU
// GACI SPECIALIST AT THE SOUTHERN
AGRICULTURE GROWTH CORRIDOR,
TANZANIA
“I’m an environmental scientist by profession,
and since finishing university I’ve worked in
food systems. But I felt there was a gap in
leadership skills I needed to fill. I was motivated
because it’s all about leadership, and I wanted
to become a better leader to help develop
more leaders in Africa.”
OTIM
BENSON
// CEO, PRINCO GROUP (U)
LIMITED
“We need a critical mass of capable leaders
who can drive innovation, enhance capacity
and build sustainable food systems. AGRA’s
commitment to equipping emerging leaders
supports our shared vision for a resilient,
competitive, and inclusive agricultural sector
across Africa.”
ROSEMARY
NDUNGE
MWANZA
// ASSISTANT DIRECTO
PRODUCTION/PROGAM
CHAIN DEVELOPMENT S
OF AGRICULTURE, KENY
“One big challenge is the b
in government. If I’m at a c
drive change upward can b
Change often happens mo
at lower levels. I really feel
benefit from leadership de
communicate better and b
EPIGRAPH
OR LIVESTOCK
MME OFFICER, VALUE
SPECIALIST, MINISTRY
YA
bureaucratic culture
certain level, trying to
be very difficult.
re easily downwards,
they could also
velopment to help us
build alignment.”
DR. EUNICE
BAMSHAYE
// ASSISTANT DIRECTOR AT THE NIGERIAN
STORED PRODUCTS RESEARCH INSTITUTE,
NIGERIA.
“The CALA program taught us to communicate
effectively and navigate team dynamics, value
emotional intelligence by listening and
respecting all voices regardless of titles, work
collaboratively across public and private
sectors, and adapt quickly to innovate under
pressure.”
Launched in 2021, the Centre for African Leaders in
Agriculture (CALA) was designed to place leadership
development at the centre of Africa’s agricultural
transformation.
The Advanced Leadership Programme is a 16-month,
hands-on journey that convenes senior and emerging
leaders from eight countries to tackle national food
systems priorities in real time.
Its design is distinctive - combining Action Learning
Projects aligned with national strategies, in-country
coaching, and case studies of African agricultural “game
changers.” Beyond training, CALA fosters an alumni
network across government, private sector, and civil
society to drive collaboration beyond the programme’s
duration.
INTRODUCTION
Through CALA, leaders address shared challenges
from closing yield gaps and strengthening value
chains to improving food security and resilience to
climate shocks.
Their work aligns with continental frameworks such
as the Malabo Declaration and the CAADP Strategy
and Action Plan.
This publication introduces these leaders and the
collective journey they’ve undertaken-a journey
rooted in the belief that strong, inclusive leadership
is essential to achieving sustainable agricultural
transformation in Africa.
CALA Cohort 3
Meet Our
Graduates
KENYA
UGANDA
Lucy Komen
Ag. Chief Executive Officer,
Warehouse Receipt System
Council
Mary Teddy Asio
Assistant Commissioner,
Ministry of Agriculture,
Animal Industry and
Fisheries
Otim Benson
CEO, Princo Group (U)
Limited
Erongu Mos
Senior Agr
Inspector, M
Agriculture, An
and Fish
Florence Jelegat
Deputy Director, Agriculture
and Food Authority
Rosemary
Mwa
Assistant Dire
Production/
officer, Va
Developmen
Ministry of A
es Edward
ricultural
Ministry of
imal Industry
heries
Caroline Wamono
Intervention Manager
Agribusiness, aBi
DEVELOPMENT LIMITED
Lilliane Byarugaba
Sector Head of Agriculture
Sector, Equity Bank
y Ndunge
anza
ctor Livestock
/Progamme
alue Chain
nt Specialist,
Agriculture
Aisha Langat
CEO, Sulma Whole Foods
Ltd
Naphtaly Waruhiu
CEO, Horticultural
Producers and Marketing
Association of
Kenya/HPMAK
10
ETHIOPIA
GHANA
Marshal Negussie
Manager, Ethio-Root Agro
and Industrial Share
company
Ernest Bonah
Senior Regulatory Officer,
Food and Drugs Authority
Adisatu Iddrisu
Head of Fertilizer Analytical
Unit, Ministry of Food and
Agriculture
Margaret Da
Agye
Agribusiness E
Food Syst
Resilienc
Freyhiwot Nadew
Belachew
Country Director, Precision
Development
Alemnesh H
Senior Expe
team leade
Agricu