Accra, Greater Accra Region, Ghana
Enterprise transformation executive with 17+ years of leadership experience driving corporate strategy, capital investment, transformation governance, and performance management across telecommunications, fintech, and digital infrastructure in emerging markets. Trusted advisor to CEOs and Executive Leadership Teams with a proven track record of securing strategic investments, establishing enterprise governance, and leading complex transformation programmes that deliver measurable financial and strategic outcomes. Experience spans Ghana, the United Kingdom and the Democratic Republic of Congo across engineering, finance, commercial strategy and enterprise-wide transformation. SELECTED ACHIEVEMENTS 1. Led the strategic business case that secured a US $50 million World Bank-funded national digital infrastructure programme, connecting over 900 public institutions and accelerating digital government services. 2. Led the US $10 million business case that secured Government funding for nationwide network expansion. 3. Directed large-scale enterprise transformation and telecom integration programmes across Ghana and the Democratic Republic of Congo, delivering network consolidation, operational efficiencies, and commercial growth. 4. Helped establish and scale Mobile Financial Services in Ghana and the DRC, contributing to one of Africa's fastest-growing digital financial ecosystems. 5. Led the enterprise-wide transformation of AirtelTigo into AT Ghana, delivering a seamless national rebrand while ensuring uninterrupted service for 7 million+ subscribers CORE AREAS OF FOCUS 1. Strategy Development and Execution 2. Financial Planning and Analysis 3. Program & Portfolio Management EDUCATION 1. CEIBS – Global Executive MBA (GEMBA) (Ongoing) 2. KNUST – BSc, Electrical & Electronic Engineering 3. CFI - FMVA 4. ILS - Certified Strategy Professional Masterclass 5. GMS - PMP Masterclass
Key Responsibilities • Partner with the CEO and Executive Committee to lead enterprise transformation, corporate strategy, governance and performance management. • Lead the Transformation Office overseeing strategic programmes across Network, IT, Finance, HR, Commercial, Procurement, Legal and Customer Experience. Key Achievements • Put together an investment case that helped to secure USD 10 million Government investment for nationwide network transformation. • Serve as Programme Director for Project Phoenix, governing a USD 65 million transformation portfolio. • Established executive governance including CEO Steering Committees, portfolio reviews and investment decision forums. • Developed executive dashboards enabling real-time visibility of financial performance, programme delivery and strategic risks. • Led the AirtelTigo to AT transformation programme.
Key Responsibilities 1) 𝗟𝗲𝗱 𝗔𝗻𝗻𝘂𝗮𝗹 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴: Directed the company’s strategic planning cycle by aligning cross-functional priorities and defining high-impact initiatives. Despite limited investment, disciplined execution resulted in a 3% increase in gross revenues and a 14.5% positive EBITDA margin by end of 2023. 2) 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 & 𝗣𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀: Delivered actionable insights through customer, product, and channel profitability reviews. Streamlined focus on high-performing products by phasing out marginal ones, leading to a 15% increase in sales revenues in 2022 3) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁: Supported identification and execution of strategic growth opportunities. Notably helped the B2B team close a wholesale deal with Busy Internet worth GHS 200K MRC by leveraging a competitive pricing strategy to win against a rival with a more reliable network 4) 𝐌𝐚𝐫𝐤𝐞𝐭 𝐈𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐜𝐞: Conducted regular market visits to gather frontline insights and track competitive dynamics. Insights gained informed the development of two key products with Sales & Marketing, driving a 38% YoY growth in data revenues and revitalizing the voice subscriber base
1)𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭: Oversaw performance tracking across Commercial (Marketing, Sales, B2B) and Mobile Financial Services (MFS) units. In 2019, helped deliver 7% growth in net revenues and a 700% increase in EBITDA. Provided visibility into integration progress and strategic KPIs, fostering a culture of accountability and collaboration that enabled the business to meet its financial commitments to shareholders. 2) Delivered actionable insights through structured month-end reporting and performance dashboards. When prepaid revenue declined in 2020, I analyzed churn trends and uncovered disconnections in 60–180-day subscribers. Co-created a “nursery program” and tracking dashboard with CMO/CSO, improving Month-2 retention by 10ppts, boosting ARPU by 27%, and cutting acquisition costs by 10% in 5 months.
Actively supported the integration of two networks (Tigo RDC and Orange RDC) after the former had been acquired by the latter. - Systems Integration - Unified VAS - Product and Services Unification - Billing Data Migration
- Operations & Maintenance of VAS, MFS and Billing systems - Project Management - Vendor Management - People Management Achievement Stories 1. Deployment of a new mobile money platform in DRC (2012) - Supported the vendors in product configurations - Automated scripts to support day-to-day business reports - Configured the platform business rules 2. Successful migration of the charging and billing functionality from the old billing systems to a new Convergent Billing System (2013). Assisted Huawei engineers to understand the existing products/tariffs etc. on the legacy platform before configuring the same on the new systems. 3. Led a platform audit on a customer interface platform (USSD) to curtail stability issues we were having on the USSD system. Monthly service availability increased from 95% to 99.5% while pushing monthly activation revenues by 20%. (2013) 4. Led a platform swap project of the Mobile Money system in July 2014 due to stability issues from a legacy platform (AMDOCs) to a new platform (Telepin). MFS active subscribers increased by approx. 15% MoM while revenues doubled YoY. 5. Initiated and drove the need for a virtual tape library (VTL) backup system to secure the charging systems (CBS) and other critical systems in two Disaster Recovery sites. This reduced drastically the many outages seen on the critical systems, yielding payback just within 6 months (2015)
- Managed a team of 3 engineers to handle operations and maintenance of the Mobile money platform ensuring a service availability of 99.999%. - Implemented business requirements on Tigo Mobile Money platform (TigoCash). - Performed thorough testing of all configurations done on the platform before rolling out on production. - Supported vendors during upgrades, e.g. testing, modifying configuration files etc. - Planned platform capacity to ensure commercial initiatives were not impeded due to capacity constraints. - Actively supported the MFS team in product design and subsequent implementations. - Coordinated the running of promotions on the platform. - Worked closely with commercial to maintain product credibility on the markets.
- Operations and maintenance of billing and value-added platforms - Vendor management