Please tell us about your career path so far. What is your area of specialization, and what motivated you to pursue a career in economic development and industrial policy?

My professional journey spans over two decades of public service dedicated to advancing Tanzania's economic transformation and industrialization. I began my career at the Small Industries Development Organization (SIDO) as a Regional Loan Officer, working closely with small and medium enterprises to enhance access to finance and promote entrepreneurship. This early experience deepened my appreciation for the pivotal role of industrial development in poverty reduction and inclusive growth.

I later joined the Ministry of Finance and Planning, where I served for nearly 15 years as an Economist and Policy Analyst, progressively rising from Economist II to Principal Economist. During this period, I participated in macroeconomic modeling, debt sustainability analysis, policy formulation, and international negotiations with bilateral and multilateral lenders. These responsibilities strengthened my expertise in development planning, fiscal policy, and debt management.

In 2013, I joined the President's Delivery Bureau as part of the Presidential Task Force, where I and a small team of colleagues established the Resource Mobilization Unit to unlock funding for priority national projects aligned with the Tanzania Development Vision 2025. Later, as Commissioner for National Planning, I led the preparation and coordination of long-term, medium-term, and annual development plans that continue to guide the country's economic trajectory.

Currently, I serve as the Managing Director of the National Development Corporation (NDC) the Government's industrial investment arm, where I provide strategic leadership to advance Tanzania's industrialization and investment agenda. My motivation is deeply rooted in a commitment to building a resilient, competitive, and sustainable economy through strategic investments, policy innovation, and industrial growth.

You are currently serving as Managing Director of the National Development Corporation (NDC) of Tanzania. Could you tell us about your main roles and responsibilities, and the strategic priorities of NDC under your leadership?

As the Managing Director of the National Development Corporation (NDC), I am entrusted with providing strategic direction and transformative leadership to drive the effective execution of the Corporation's mandate as the industrial investment arm of the Government of the United Republic of Tanzania. My key responsibilities include:

• Developing strategies, policies and provides leadership for effective management of the Corporation to meet its Strategic objectives and mission.
• An overall in-charge of NDC activities by providing strategic leadership to ensure efficient and effective implementation of NDC's objectives;
• Chief Advisor to the Board of Directors and responsible Minister in all matters of NDC;
• To provide leadership, direction and guidance to the management team;
• To make high-level decisions about corporate policy and strategy;
• To oversee, developing and implement operational policies, organizational culture and vision;
• To develop an organizational environment that promotes positive staff morale and performance;

Under my leadership, NDC has successfully revitalized several long-stalled flagship projects that are pivotal to Tanzania's industrial development, including the Engaruka Soda Ash Project investing about USD 700 million, the Mchuchuma Coal and Liganga Iron & Steel Projects (USD 3 billion investment), and the Kilimanjaro Machine Tools Company and other strategic projects in mining, biotechnology, industrial parks, real estate and agriculture. These initiatives play a critical role in strengthening the nation's industrial base, attracting both domestic and foreign investment, and creating substantial employment opportunities. They are also designed to enhance domestic value addition, reduce import dependency, and drive inclusive economic growth across multiple sectors of the economy.

I have also placed particular emphasis on supporting national public health and agricultural productivity through Tanzania Biotech Products Limited, an NDC subsidiary that manufactures bioproducts such as biolarvicide (biological products that control mosquito larvae by using entomopathogenic bacteria) and biopesticide for crop protection. This initiative directly supports the Government's Zero Malaria campaign and contributes to food security, while at the same time protecting the environment.

NDC's current strategy emphasizes public-private partnerships, technology transfer, and resource-based industrialization as catalysts for transforming Tanzania into a semi-industrialized, middle-income economy.

NDC plays a key role in driving Tanzania's industrialization agenda and implementing large-scale investment projects. From your perspective, what are the main opportunities and challenges for Tanzania's economic transformation over the next five to ten years?

Tanzania is at a defining moment in its development journey. Our strategic location, young and dynamic population, and abundant natural resources provide immense opportunities to accelerate industrial-led transformation. Key growth drivers include energy and mineral development, agro-processing, and manufacturing, supported by infrastructure expansion and regional market access through the East African Community (EAC), Southern African Development Community (SADC) and African Continental Free Trade Area (AfCFTA).

A key opportunity lies in the revitalization of strategic investment projects such as Engaruka, Mchuchuma, Liganga, Kilimanjaro Machine Tools and value addition in critical minerals. These projects have the potential to transform Tanzania's industrial landscape, enhance domestic value addition, and increase export capacity. Similarly, scaling up bio-based production through Tanzania Biotech Products Limited demonstrates how industrial investment can support national health objectives and agricultural resilience.

Nevertheless, challenges persist, including limited access to long-term industrial financing, infrastructure deficits, and regulatory bottlenecks that hinder the pace of industrial transformation. Addressing these obstacles requires robust institutional coordination, strengthened policy frameworks, and an improved investment climate to deepen public-private partnerships and attract sustainable capital. Moreover, fostering innovation, accelerating digitalization, and investing in skills development will be critical to ensuring inclusive and resilient economic growth.

What are some of the biggest challenges you face in your work? And what have been the most interesting or rewarding aspects of your career thus far?

Managing large-scale, multi-stakeholder industrial projects demands strategic negotiation, coordination, patience, and policy alignment. The complexity of coordinating government institutions, investors, and development partners remains one of the major challenges.

Despite these complexities, the most rewarding aspect of my work has been seeing strategic investments move from concept to implementation. As Managing Director of NDC, I have had the privilege of leading efforts to unlock and revive critical national projects, including Engaruka Soda Ash, Mchuchuma Coal, Liganga Iron and Steel, and Kilimanjaro Machine Tools. These initiatives are expected to generate significant economic and social impact.

Moreover, supporting the national Zero Malaria campaign through locally produced bioproducts reflects how industrial development can intersect with public health and agriculture to achieve national development goals. Contributing to these outcomes has been both professionally and personally fulfilling.

Beyond project execution, one of the most rewarding aspects of my leadership journey has been mentoring and nurturing young professionals within the industrial sector. I take pride in guiding emerging leaders to develop the strategic thinking, technical expertise, and ethical values required to sustain Tanzania's industrial transformation. Investing in their growth not only strengthens institutional capacity but also ensures the continuity of visionary leadership that drives long-term national development. Seeing these young professionals evolve into confident, capable contributors to the country's economic agenda remains one of the most fulfilling outcomes of my work.

What led you to pursue your graduate studies at GRIPS? What is the most important thing you gained from your time there, and how has your education in Japan influenced your career?

I chose the National Graduate Institute for Policy Studies (GRIPS) because of its strong reputation for producing high-caliber policy leaders and its unique ability to integrate theory with practice. Through both my Masters Degree in International Development Studies and Masters Degree and Ph.D. in Advanced Policy Studies under the GRIPS Global Governance Program (G-Cube), I acquired the analytical and strategic skills necessary for high-level economic management and policy design.

The most valuable lesson I gained from GRIPS was the ability to address complex policy and development challenges through evidence-based analysis, critical thinking, and strategic planning. These competencies have played a pivotal role in my leadership at NDC and throughout my public service career.

Since graduating from GRIPS, have you maintained any professional or personal connections with Japan?

I have maintained strong professional and personal ties with Japan since my time at GRIPS. My earlier internship at Japan External Trade Organization (JETRO) and subsequent academic engagement established enduring networks with Japanese development institutions and professionals.

These relationships have continued to support knowledge sharing, collaboration on industrial initiatives, and the exchange of innovative ideas relevant to Tanzania's industrialization agenda. My connection with Japan remains both professionally enriching and personally meaningful.

How do you manage the demands of a hectic job while maintaining a healthy work-life balance? What do you enjoy doing outside of work?

Leading a national strategic institution requires discipline, focus, and effective time management Balancing leadership responsibilities with personal well-being requires deliberate structure. I prioritize strategic planning, delegation, and mentorship to ensure both organizational performance and personal balance.

Outside of work, I enjoy reading, mentoring young professionals, and engaging in outdoor activities, which help renew focus and creativity. I also find fulfillment in contributing to youth capacity-building initiatives and sharing knowledge through policy forums.

Looking back, what are some of your fondest memories from your time at GRIPS and in Japan? Is there anything that left a lasting impression on you?

Furthermore, I greatly cherish the collaborative learning environment, the invaluable mentorship of distinguished professors specifically my PhD Main Supervisor Professor Sonobe and other G-Cube and IDS Professors, and the lasting global connections forged with peers from diverse backgrounds.

If you could give one piece of advice to prospective students considering GRIPS, what would it be?

GRIPS offers an extraordinary platform for emerging leaders to grow intellectually and professionally. I encourage students to embrace the academic rigor, engage deeply in cross-cultural dialogue, and build networks that will outlast the program. The experience is not only about education, it is a transformational journey that shapes values, vision, and the capacity to drive impactful change in one's country.

How would you like to stay connected with GRIPS and its alumni network in the future? Do you have any suggestions on how to further utilize the GRIPS alumni network?

I look forward to actively contributing to the GRIPS Alumni Network through policy dialogues, collaborative research, and mentorship initiatives. The network holds immense potential to catalyze regional cooperation and foster innovative policy solutions to contemporary development challenges. To maximize its impact, one key recommendation would be to strengthen regional alumni chapters as dynamic hubs for policy exchange, project incubation, and capacity-building initiatives. Leveraging this network more strategically can amplify its global influence, enhance knowledge sharing, and drive meaningful change across diverse sectors.