I’ve worked in executive leadership across the public and private sectors for 20 years. My father is a member of the ACCA and I was always intrigued by the ACCA magazines he received, an interest that ultimately led me to take the qualification myself. I was also inspired by the work of safeguarding organisations, allowing them to grow sustainably while remaining accountable to stakeholders.
I have my hands full with engagements. Managing various roles requires time management and boundary setting. As well as a director of Sihle Advisory and Audit Edge, I am a board member of ActionAid Zambia, an audit committee member of the Zambia Credit Guarantee Scheme, and recently became a trainer for the Institute of Internal Auditors (IIA) Zambia.
Many NGOs are in survival mode and fighting for funding
My priorities are decided by the urgency of governance cycles (board meetings, audit timelines, etc) and the impact of each training engagement. Ultimately, these roles don’t fight with one another but feed into each other. The insights I gain from digital risk auditing inform my advisory work, which strengthens the oversight I bring to institutional boards and helps me with practical advice for candidates for IIA’s CIA qualification.
I stepped out of my comfort zone when I tried for the presidency of IIA Zambia. Standing for election, and ultimately coming second, was a growth experience that taught me so much about leadership and resilience.
The drastic 2025 USAID funding reduction sent shockwaves through the NGO sector. The effects are still being felt, as this aid formed a massive part of external assistance in Zambia. The reduction, particularly in health, education and grassroots governance, has forced many NGOs into survival mode, resulting in staffing reductions and a hypercompetitive struggle for remaining European and multilateral funds.
My favourite quote comes from the futurist and writer Alvin Toffler. More than 50 years ago, he declared: ‘The illiterate of the 21st century will not be those who cannot read or write but those who cannot learn, unlearn and relearn.’ His insight reminds me of the need for continuous learning in our fast-changing environment.
If I could make laws, I would strengthen public sector risk governance and internal audit independence. The aim would be to revolutionise national accountability through independent, legally protected audit committees with real enforcement powers across all public institutions and state-owned enterprises. If internal auditors were shielded from political interference, we could secure public resources, optimise budgets and build up trust.
If I weren’t an accountant, I’d be a truck driver
My proudest achievements are a legacy of institutional trust and the mentoring of the next generation of professionals. I led risk management for the Electoral Commission in Zambia, have helped boards reinforce their risk oversight, spoken at conferences on strategic assurance, and helped many candidates attain their CIA certification. This work strengthens the governance of my country.
If I weren’t an accountant, I would be a truck driver. I love road trips, and the associated sightseeing and experience of different cultures. I particularly like seeing the sun rise and set.
When I’m not working, I split my time between my farm, which I run with my wife, and the gym, which keeps me busy. I love spending time with my wife and three children, and I also enjoy following Rugby Sevens.
