Lessons in Leadership with Major Boke, CEO of Jeff Hamilton

In an insightful session with the Owner Manager Programme (OMP) class of 2025, Major Boke, CEO of Jeff Hamilton, provided a candid and compelling reflection on what it truly means to lead, especially during crisis, transition, and growth.

Drawing from his experiences in East African markets, Major Boke’s stories transcended business theory, delving into the heart of entrepreneurial leadership: gritty, unpredictable, and deeply personal. He shared with the entrepreneurs five key leadership lessons:

Redefining the CEO’s role

For Major Boke, a CEO’s most important task isn’t about managing meetings or approving documents—it’s about collecting. This can mean gathering debts, insights, feedback, or frontline intelligence. This hands-on leadership keeps a business grounded and aligned with its goals. Paradoxically, Boke believes every CEO must learn to “fire themselves” from day-to-day operational roles. He contends that the job is about zooming out to focus on growth, compliance, strategic stakeholder relationships, and addressing the critical product or service challenges that define the company’s market value.

Succession planning is more than a contingency

Major Boke shared a powerful story about a widow who inherited her late husband’s successful business. Having never been involved in its operations, she lost herself in her own company. Today, she is one of the strongest advocates for succession planning and a sought-after speaker on the subject. Boke’s takeaway was clear: succession planning is not about personal preferences or family dynamics; it’s about legacy. To ensure that your business survives beyond you, your family or chosen successors must be included in the journey, ready or not.

Financial literacy: A CEO’s shield

Although he had taken several finance courses, Boke admitted that it took him years to understand the difference between income statements and cash flow truly. “The income statement can lie—cash flow never does,” he said. He emphasized that financial literacy is not just a technical skill but a vital survival tool for leaders. CEOs must be able to read, question, and interpret their financials without relying entirely on accountants, whom he humorously described as being “in the business of confusing you,” much like IT professionals.

Crisis as a catalyst

The COVID-19 pandemic tested the very foundations of his business. With revenues plummeting by 90% in Rwanda, 60% in Uganda, and 20% in Kenya, Boke and his team had to pivot quickly. They diversified their services, expanding into manpower and technology solutions, which now generate over 60% of their revenue. Cost structures were overhauled: they implemented variable pay, introduced employee laptop ownership, and eliminated company vehicles. These changes, while uncomfortable, exposed excesses that had crept into the business and fostered a culture of shared responsibility and ownership.

The strategic value of a functional board

“The board is not just a compliance checkbox; it’s a game-changer,” Major Boke noted. Even when the results are not immediately visible, the presence of a board enforces discipline, encourages reflection, and opens doors to new opportunities. He challenged African entrepreneurs to broaden their horizons. “Your mind is your global stage,” he said, urging them to look beyond national borders and adopt a mindset of limitless potential.

Boke’s concluding thoughts were a masterclass in grounded leadership. He emphasized the importance of hiring people not just for their knowledge, but for their mindset and problem-solving skills, valuing attitude over aptitude. He encouraged leaders to let their teams buy into the company’s emotional and financial vision. He reminded them that while the behind-the-scenes struggle is real, a leader’s job is to maintain composure and clarity on the surface. Above all, he underscored the inevitability of transition: someone else will run your business one day—by design or by default—and it’s your responsibility to prepare for that moment.

“If you live as if today is your last day, one day you’ll be right,” he concluded. “So choose well.”

This session reminded the OMP class that leadership isn’t found in manuals or theories; it is forged through decision-making under pressure, humility in learning, and the courage to evolve when circumstances demand it.

Article by Juliet Hinga and Miriam Wafula