For Josephine, sustainable leadership has never been about occupying space. It has always been about expanding it for others.

An experienced Executive and Non-Executive Director, Josephine serves as a NED at Housing Finance Bank, Member of Audit Committee at Old Mutual Uganda Life Assurance, and ENCOT Microfinance. She is also an Adjunct Executive Fellow at Strathmore Business School as a Trainer and Coach.

She has over two decades of executive leadership experience and ten years serving at board level, and brings deep expertise in Corporate Governance, Strategy, ESG, financial stewardship, and institutional set up as well as strengthening.

Across her professional journey, she has led approximately 300 professionals. Of these, at least 40% have progressed into leadership and Executive Committee roles, serving as CEOs, Directors, C-Suite and C-Suite-1 leaders, key public officers, entrepreneurs, and heads of social enterprises.

For Josephine, the real measure of success lies in seeing individuals she once guided, mentored and learned from, now shaping strategy, governance, and institutional direction across sectors.

As a Coach and Co-Founder of the International Coaching Federation Uganda Charter Chapter, she has also contributed to the development of over 100 middle and senior managers across Uganda and the wider East African region- approximately 70% of whom are women.

That statistic is not incidental. It reflects a deliberate commitment to advancing female leadership representation and ensuring that boardrooms and executive teams become more inclusive and more sustainable over time.

Josephine brings strong governance, financial stewardship, and institutional leadership experience across banking, development finance, civil society, and agribusiness systems.

Having served as Board Chairperson, Committee Chairperson, and Accounting Officer, she combines strategic oversight with operational discipline. Her board contributions span corporate governance, audit, risk management, ESG, financial oversight, inclusive growth, and stakeholder engagement. She is known for institutional set up, strengthening systems, improving gender inclusion, and enhancing institutional performance as well as sustainability.

What distinguishes her leadership is not only technical competence, but courage. She is guided by integrity, transparency, and accountability, and is willing to ask the right governance questions even when they are uncomfortable while constructively supporting management.

In today’s risk-heavy environment, she sees one growing governance tension: the increasing difficulty of maintaining clear oversight without slipping into micromanagement. As cybersecurity risks, ESG pressures, and regulatory uncertainties intensify, boards can drift into operational matters when communication of emerging risks is not timely. For her, the antidote is continuous capacity building and disciplined alignment between strategy, resources, and measurable outcomes.

One of her defining moments came when early on in her career, she was appointed as Head of Business Development and Executive Director, interacting directly with a largely elderly male Board for the first time, at a moment when she felt she was far from ready. Rather than shrink from the challenge, the experience triggered a deeper commitment to learning, peer engagement, and coaching. It reinforced a leadership philosophy rooted in values: doing her very best and treating others as she would want to be treated. Preparing young women to be equipped to take on leadership mantles with confidence at short notice.

Integrity, for Josephine, is not assumed- she continuously strives to practice it by familiarizing herself with codes of conduct, board charters, policies, and statutory obligations to ensure that decision-making remains aligned to both values and regulation. She raises conflicts of interest proactively and consults with Company Secretaries and fellow Directors when ethical dilemmas arise. She also takes on coaching for herself to ensure that awareness is evoked where she could get blind-sided. Governance, in her view, is sustained through vigilance.

Her motivation remains clear. She is driven by the opportunity to build sustainable leadership impact not merely personal advancement, but the multiplication of leadership capacity across institutions and sectors. The legacy of leadership continuity, gender inclusion, and institutional strengthening and sustainability is the outcome she values most.

As a member of the League of East African Directors, she sees LEAD as a platform that enables access, learning, and continued service. It has expanded her network and strengthened her ability to contribute meaningfully to governance conversations across the region. She remains open to mentoring, panel engagements, and contributing to discussions on work-life integration, women in leadership, ESG, coaching, and corporate governance.

Conclusively, Josephine’s leadership philosophy is simple but profound: institutions are strengthened not by concentrated power, but by distributed capability i.e. by how many capable leaders we groom to remain when we have to step away.