Before joining the Centre for African Leaders in Agriculture (CALA) Advanced Leadership Program (ALP), I was a passionate young professional working in agriculture with big dreams. I was Farmer Outreach Manager at Moringa Connect in Ghana, a social enterprise business that produces, processes and sells moringa and its products.
But I knew very little about leadership. I was under the impression leadership was about frameworks and formulas, as well as mastering theories and business jargon. CALA changed that perspective of mine. CALA gave me something much more powerful: transformation from the inside out. It was a deeply immersive experience that challenged me to grow emotionally, intellectually, and practically. I began to see leadership not as a title, but as a commitment to people.
CALA is an AGRA-led initiative that supports countries and sector leaders working towards inclusive agricultural transformation across Africa to help achieve the African Union’s Malabo Declaration and Comprehensive African Agricultural Development Programme (CAADP) goals. CALA was set up with the firm conviction that leaders in food systems need to be better equipped to mobilise modern agricultural tools for increased productivity and value addition that contributes to farmer and African prosperity.
AGRA is in training the next generation of food systems leaders because “limited specialised skills” was cited in the review of performance of CAADP as one of the challenges facing food systems transformation efforts. As such, the Kampala Declaration 2025 recognises this and has introduced a sixth strategic objective to strengthen agri-food systems governance. CALA’s practical leadership programmes enable leaders to better drive and deliver on national agricultural transformation initiatives through increased collaboration and leadership capacity. CALA also prepares the next generation of public and private sector leaders to meet the succession challenge in Africa’s agriculture sector. CALA’s Action Learning Project is a collaborative, hands-on, and tailored experience for senior and rising leaders in Africa’s agriculture sector.
For me, each coaching session was a mirror. With my CALA coach, I explored not just my performance, but my emotional well-being. For the first time, I saw how balance and self-awareness weren’t “extras”—they were essential to effective leadership. One of my breakthrough moments came when I realized I had quietly begun to shift how I led. I started setting up strategic, data-driven metrics that clarified team direction and reduced friction. I improved how I communicated my company’s mission and vision—no longer with pressure, but with clarity and confidence. The challenges were real. My cohort—five of us—hit hard moments. But we did not quit. We leaned into collaboration. We listened to each other. That resilience shaped my leadership in ways I’ll carry forever.
I have since stepped into other leadership roles that influence not just teams but systems. I’m contributing to dialogues on youth inclusion in agri-food systems and advocating for policy reforms that give young Africans a voice and a future in agriculture. I have been involved in series of dialogues at the National Development and Planning Commission to draft strategies for Ghana’s Food System Agenda 2030. Together with other young people, we are helping shape policies and frameworks for the development of Ghana’s food systems. We are ensuring women and youth are prioritized in efforts to transform Africa’s food systems.
My work now involves measurable outcomes. Through improved performance tracking and strategic planning, I’ve helped streamline agricultural projects that directly impact productivity and youth engagement. My capacity to do these were built through my participation in CALA ALP. I have even witnessed a change at home—my siblings, who once saw agriculture as a fallback, now see it as a future. I am a role model for my young siblings who are now contemplating careers in agriculture. Through my involvement with CALA, they see me as a more credible leader who they should follow.
I have also been accepted as a 2025 Women Innovators & Leaders Development (WILD) Global Leadership Fellow and enrolled for the WILD Leadership for Social Impact Forum and Masterclasses. I travelled to Thailand to participate in the preparatory youth conference ahead of the UN Food Systems Summit +4 Stocktake (UNFSS+4), organized the UN Food Systems Coordination Hub. All thanks to my involvement with CALA.
What makes CALA different is its ripple effect. It doesn’t just empower individuals; it seeds transformation. I now mentor young professionals, sharing not just tools, but belief—because leadership is about holding the door open for others, not closing it behind you. I learnt this as well through CALA.
I have also seen a lot of career progression. Now, I work as Partnerships and Innovations Manager at WamiAgro, a company founded by one of CALA’s Ghanaian alumni. This illustrates the power of alumni collaboration within the network and it’s growing impact on Africa’s agri-food sector. I am also actively involved in the CALA Alumni Food Systems Community of Practice, where we continue to encourage and support one another get better.
If you are thinking of applying to CALA—do it. Even if the odds seem tough, apply and apply again. Because the transformation is real, and it’s needed. Africa’s agri-food systems need leaders who are emotionally grounded, strategically sharp, and deeply collaborative. CALA gave me all these skills and experiences and I hope more young people benefit from CALA too.
CALA didn’t just teach me leadership. It helped me live it. And in doing so, it empowered me to be part of something bigger—reshaping Africa’s agricultural future, one tipping point at a time. For organizations looking to contribute to the transformation of Africa’s agricultural sector through youth engagement, CALA ALP offers a strong and practical model worth investing in or replicating. With its scalable design, the programme has the potential to drive significant change in Africa’s food systems through strategic partnerships and collaboration.
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DISCLAIMER: The Views, Comments, Opinions, Contributions and Statements made by Readers and Contributors on this platform do not necessarily represent the views or policy of Multimedia Group Limited.
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