Record of Service & Delivery

Service. Delivery. Results.

Twenty-two years of public-sector economics and development, measured in roads, bridges, institutions and household income.

Programmes led / managed

By value

US$71.8m
SCADeP
World Bank & DFID · 2016–25
US$50m
RPSDP
World Bank · 2010–15
US$23m
WAAPP-SL
World Bank, Japan PHRD, ECOWAS · 2012–17
US$10m
LGDG
World Bank IRCBP · 2005–09
22+
Years in public-sector economics & development
2004–present, spanning three successive governments
1,137 km
Feeder / link roads
971 km RPSDP + 166 km SCADeP
26
Bridges
small bridges (SCADeP); 3 of 4 major bridges complete
331,232
Beneficiaries
155,632 SCADeP (44% women) · 175,600 WAAPP
+76.5%
Smallholder income impact
SCADeP
US$42m
Infrastructure investment
of SCADeP's US$71.8m went to roads & bridges

Regional & global partners

  • World Bank
  • FCDO (formerly DFID)
  • FAO
  • WFP
  • ECOWAS
  • CORAF/WECARD
  • AGRA
  • AfricaRice

Sectors

Where the work sits

  • Public Finance
  • Infrastructure
  • Trade Facilitation
  • Decentralization
  • Crisis Response
  • Community Development
  • Agriculture

Case studies

Four programmes, in career order

Ministry of Finance — Fiscal Decentralization

Research Assistant (2004–05), then Economist / Programme Manager, Local Government Development Grants (2005–09)

World Bank Institutional Reform & Capacity Building Project, US$10m

  • Public Finance
  • Decentralization
  • Community Development

Part of the pioneer team at the Ministry of Finance that introduced and operationalized fiscal decentralization in Sierra Leone. This went beyond a single grant mechanism: it helped establish the systems for local government financing, budgeting, planning, revenue mobilization and public expenditure management — at both local-council and national sector-ministry level. The foundation of Sierra Leone's fiscal decentralization that still operates today.

Designing the country's first equitable local government allocation formula taught me decentralization only works when the money follows a fair, transparent rule.

RPSDP — Rural & Private Sector Development Project

Grants Manager → Deputy Coordinator → National Coordinator, 2010–15

World Bank, US$50m

  • Infrastructure
  • Community Development
  • Agriculture

184+ Farmer-Based Organisations funded; 971km feeder and link roads, 1,100+ culverts; 146+ communities reached with agro-processing support.

Nearly a thousand kilometres of feeder roads taught me that infrastructure only pays off when it's paired with the institutions to use it.

WAAPP-SL — West Africa Agricultural Productivity Programme

Deputy Coordinator → National Coordinator, 2012–17

World Bank, Japan PHRD, ECOWAS, US$23m

  • Agriculture
  • Trade Facilitation
  • Crisis Response

WAAPP was itself an ECOWAS-led, World Bank-financed regional programme, and he coordinated Sierra Leone's participation in it — working with CORAF, IITA, AfricaRice, national agricultural research systems across the subregion and other regional partners to build research capacity, develop improved technologies, and promote their exchange, dissemination and adoption across West Africa, alongside the trade facilitation and policy harmonization needed to move both across borders. Centrepiece of this work: establishing Sierra Leone as the subregion's designated centre of specialization for mangrove rice research — building the laboratories and research infrastructure, financing and providing technical assistance for the research programme, and training the research scientists who lead Sierra Leone's agricultural research system today. Also delivered: 14 new agricultural technologies (280% of target); 24 researchers trained; 175,600 beneficiaries; National Seed Board and seed-certification system established.

Building a regional centre of specialisation for rice research from the ground up — while also running an emergency Ebola response — taught me institutions built for steady progress still have to pivot to crisis without losing the long-term work.

SCADeP — Smallholder Commercialization & Agribusiness Development Project

National Project Coordinator, 2016–25

World Bank & DFID, US$71.8m

  • Agriculture
  • Infrastructure
  • Trade Facilitation
  • Decentralization
  • Crisis Response

US$42m committed to roads and major bridges alongside a trade-facilitation component and decentralization work through local government. Smallholder incomes +76.5% across ~2,500 households in 15 districts; 155,632 beneficiaries, 44% women; 166km feeder roads, 457 culverts, 26 small bridges; Sierra Leone Agribusiness Development Fund and the first e-extension platform established.

Running a $71.8 million programme where more than half the value went into roads and bridges taught me that agricultural transformation and infrastructure delivery are not separate jobs.

Accountability

Governance & accountability systems

Beyond programme delivery, he has worked directly with the state institutions that hold government accountable: Parliament, the Audit Service Sierra Leone, the Law Officers' Department, and the National Public Procurement Authority, among other regulatory and fiduciary bodies. He has contributed to the design and implementation of policies and delivery strategies across key sectors, bridging the gap between policy formulation and practical implementation, strengthening delivery systems and institutional coordination, and building monitoring frameworks focused on results, accountability and sustainability.

Crisis management

Two epidemics, two distinct responses

Ebola (2014–16)

Supported the national response by mobilizing resources, protecting rural livelihoods, and strengthening food security and community resilience through a US$3m Rapid Ebola Seed Distribution sub-project under WAAPP.

COVID-19 (2020–21)

Helped redirect development resources toward crisis response, supported food systems, maintained agricultural production, and ensured continuity of key development interventions through a US$1.5m response under SCADeP reaching 45,000 households.

Two separate national emergencies, a decade apart, both requiring the same pivot: keeping long-term development work alive while absorbing an immediate crisis. That pivot ran through programmes under his direct coordination both times.

Continuity

Cross-government continuity

This record spans three successive governments over more than two decades — the same institutional knowledge, financial discipline and delivery capacity carried forward through changes in political leadership. That continuity of competence, not allegiance to any one administration, is what the record actually demonstrates.

One thread

Four programmes, four donor partners, one Ministry posting, one thread: public finance, infrastructure, trade, decentralization, and crisis response are not separate disciplines in the field — they arrive together. That is the standard of institutional leadership behind a Livable, Workable and Affordable Sierra Leone.

The movement is growing.

Add your name, and help build a Livable, Workable and Affordable Sierra Leone.

Join the Movement
Join the Movement