Team size: Two

Major legal advisers: Ligomarc Advocates, ENSafrica

What are the most significant cases or transactions that your legal team has recently been involved in?

Our headline mandate is an ongoing US$40mn capital-raise programme that will double aBi Finance’s lending capacity to agri-SMEs. My team advises the Board’s Resource Mobilisation Committee, instructs the transaction adviser and coordinates VDD providers in law, finance and ESG. We have already harmonised English-law and Ugandan-law term sheets, negotiated pari passu carve-outs with three DFIs and built a waterfall model for blended returns all ahead of targeted closure date. 

How do you navigate the legal complexities of cross-border transactions within the East African Community (EAC) and beyond?

As Vice-Chair of the East Africa Law Society Banking & Finance Committee I maintain rapid-response channels with regulators in all  EAC states. My playbook reduces each deal to three layers: (1) “non-negotiables” that must satisfy every local statute (AML, exchange control, data privacy); (2) “pivot clauses” that flex to the most restrictive jurisdiction; and (3) “shared-services bridges” that leverage regional treaties such as the EAC Common Market Protocol to simplify collateral-registration and enforcement.

How is the role of the General Counsel evolving in East Africa as organisations place greater emphasis on governance, transparency and ESG considerations?

The East-African GC is moving from “chief risk blocker” to chief resilience architect. My mandate now extends far beyond contracts: I advise the internal Strategy & Sustainability Committee, translate IFRS-S 1 climate-risk metrics into loan-pricing models, and drive whistle-blower culture to board level so that governance lapses surface early. This is proof that modern GCs must shape, not just follow, regulation.  Today’s GC must speak the languages of investors, regulators and community activists with equal fluency, turning legal insight into sustainable competitive advantage.