This month (July) 2025, I had the honour of briefing a high-level Board.
It always feels nice to engage at the board level. Management had requested that I attend, not as a visitor, but as the one who facilitated the entire strategy planning process.
My task was clear: to help the Board understand the process we followed and present the key breakthrough ideas shaping the new strategy.
You know, at this level, management must own the strategy. That is why they present it to the Board, not the consultant. My role was to provide an overview of the process behind the strategy.
I believe the CEO appreciated the depth of insight I brought, and he felt my presence in the room would add value. Having a formal agenda item made that possible.
I had already held several engagements with the Board during the planning phase. So, it only made sense to see the process through. I obliged, chose not to overwhelm, and to clarify.
I walked the Board through the Strategic Direction we defined, introduced the Future-Proof Model we developed together, and then unpacked the Strategy Scorecard and Revenue Leverage Playbook that will drive execution.
“Legacy is built in boardrooms. But only by those who understand what to say, and when to stop.”
But before all that, I introduced myself like this:
“My name is Barnabas Mustapha Mugisa. I am a strategy execution architect trusted by boards, regulators, and CEOs across Africa.
I lead Summit Consulting Ltd and founded Twezimbe. I do not create a strategy to decorate shelves, but I build systems that deliver.
When institutions want real execution, not another document, they bring in Mr. Strategy.” That was my entry, and the rest was value.
I spoke, they listened, and Questions came. Insights flowed.
We connected the dots that had been floating for months. And when it was done, there was that rare Board moment, heads nodding, silence holding weight.
How did I fare?
The strategy spoke for itself. And so did the eyes around the table. Legacy is built in boardrooms.
But only by those who understand what to say, and when to stop.
Do you need a board leadership mentor? Comment & in box.
I remain, Mr. Strategy.
