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For years, conversations about Africa’s creative industry have centred on discovering the next Burna Boy, Diamond Platnumz or Tems. But entrepreneur Julius Kyazze believes the continent is asking the wrong question.

According to the Swangz Avenue co-founder, Africa’s creative sector is not suffering from a shortage of talented artists. Instead, he argues, it lacks the business ecosystem needed to turn talent into long-term careers and profitable enterprises.

“We do not have a lack of talent. We have a lack of enough people to build the business and the structures behind that talent,” Kyazze said during a recent interview reflecting on his journey in the creative industry.

His remarks come at a time when Africa’s entertainment industry is enjoying unprecedented global attention. Afrobeats continues to dominate international charts, African films are reaching global streaming platforms, and creators are increasingly finding audiences far beyond the continent.

Yet despite that momentum, Kyazze believes many artists still struggle because the industry’s support systems remain underdeveloped.

He argues that while attention is often placed on performers, far less investment goes into talent managers, promoters, marketers, event producers, distributors and other professionals whose work determines whether creative careers survive beyond a hit song or viral moment.

For Kyazze, the solution lies in building institutions rather than relying solely on individual stars.

That thinking inspired the formation of Live54+, a pan-African creative company bringing together businesses in live entertainment, media, talent management, content production and marketing under one umbrella.

He describes the venture as an attempt to create an ecosystem where creatives can easily collaborate, tour and build sustainable careers across different African markets.

“Our ambition is to build an ecosystem where creatives can tour, collaborate and grow across Africa through strong local institutions and partnerships,” he said.

Kyazze’s philosophy has been shaped by his own unconventional journey.

Before becoming one of East Africa’s best-known entertainment executives, he was a dancer, an experience he says introduced him to teamwork, discipline and the commercial possibilities within the creative arts.

Later, while working in Kenya, he encountered a more structured entertainment industry, an experience that changed the way he viewed creativity.

Instead of seeing music and entertainment as passion projects, he began viewing them as businesses capable of generating employment and long-term economic value.

That mindset would later influence the growth of Swangz Avenue from a recording studio into one of Uganda’s most recognised entertainment companies.

Even with those achievements, Kyazze believes Africa’s biggest opportunity still lies ahead.

He envisions an industry where creatives no longer feel compelled to relocate overseas in search of opportunity, but instead find thriving careers within Africa through stronger institutions, regional partnerships and professional management.

Beyond producing chart-topping artists, he says, the continent should focus on building companies that can employ thousands of people behind the scenes while ensuring African stories remain in African hands.

For Kyazze, the future of the continent’s creative economy will not be determined by the next superstar alone.

It will be determined by whether Africa can build businesses strong enough to sustain thousands of careers long after the applause fades.

Karamoja Peace and Technology University (KAPATU) has appointed veteran academic Prof. Savino Biryomumaisho as its new Academic Registrar, bringing on board one of Uganda’s most experienced university scholars as the institution advances preparations for full academic operations.

The appointment was announced by the KAPATU Project Council, which also named Dr. Annette Kezaabu as Vice Chancellor and Dr. Daniel Lumonya as Chief Quality Assurance Officer.

Prof. Biryomumaisho’s appointment is expected to significantly strengthen KAPATU’s academic administration, leveraging decades of experience in higher education, teaching, research, and university governance.

A Distinguished Academic Career

Prof. Biryomumaisho joins KAPATU after an accomplished career at Makerere University, where he has served in the School of Veterinary Medicine and Animal Resources for more than three decades. Throughout his academic journey, he has contributed extensively to teaching, postgraduate supervision, curriculum development, and scientific research.

He holds a Doctor of Philosophy (PhD) in Veterinary Pharmacy, Clinical and Comparative Medicine and has established himself as a respected researcher in veterinary medicine, livestock health, and agricultural sciences. His research has focused on improving animal health, controlling livestock diseases, and advancing evidence-based veterinary practices that support Uganda’s agricultural economy.

Over the years, he has authored and co-authored numerous peer-reviewed scientific publications and has mentored generations of undergraduate and postgraduate students who now serve in academia, government, and the private sector.

His appointment reflects KAPATU’s commitment to attracting accomplished scholars capable of building strong academic systems founded on excellence, integrity, and innovation.

A Strategic Appointment

As Academic Registrar, Prof. Biryomumaisho will oversee one of the University’s most critical portfolios.

The office is responsible for managing student admissions, academic records, examinations, graduation processes, academic regulations, Senate affairs, and the implementation of institutional academic policies. It also serves as the central link between students, academic staff, faculties, and university management.

The role is fundamental in ensuring that the University’s academic programmes are delivered in accordance with national quality assurance standards and international best practices.

With his extensive institutional experience, Prof. Biryomumaisho is expected to play a pivotal role in establishing efficient academic systems that will guide KAPATU through its formative years and position it for long-term growth.

Building a University for the Future

The appointments come at an important stage in KAPATU’s development as the University continues to establish itself as a centre of excellence serving the Karamoja Sub-region and beyond.

Founded with a vision of expanding access to quality higher education, promoting peacebuilding, innovation, science, and technology, KAPATU seeks to respond to the educational and socio-economic aspirations of one of Uganda’s historically underserved regions.

The appointment of experienced academic leaders demonstrates the University’s determination to build a strong governance structure capable of delivering quality teaching, impactful research, and meaningful community engagement.

Strengthening Academic Leadership

The newly appointed Academic Registrar will work alongside Vice Chancellor Dr. Annette Kezaabu, whose leadership is expected to guide the University’s strategic growth, and Dr. Daniel Lumonya, who assumes responsibility for quality assurance and institutional standards.

Together, the leadership team brings a wealth of experience across academic administration, research, quality assurance, and university management.

The combination of experienced leadership and a clear institutional vision is expected to accelerate KAPATU’s preparations for student enrolment, programme accreditation, and the establishment of a vibrant academic community.

Commitment to Excellence

Welcoming the appointments, the KAPATU Project Council expressed confidence in the new leadership team.

The Council congratulated Prof. Biryomumaisho, Dr. Kezaabu, and Dr. Lumonya on their appointments and wished them success as they steer the University toward achieving its mission of delivering transformative higher education.

For Prof. Biryomumaisho, the appointment marks another significant chapter in a distinguished academic career dedicated to scholarship, mentorship, and institutional development.

For KAPATU, it represents an important investment in academic excellence and a clear signal of its readiness to establish itself as a modern university committed to producing graduates equipped to contribute to national and regional development.

As preparations continue for the University’s next phase of growth, the appointment of Prof. Biryomumaisho underscores KAPATU’s resolve to build a strong academic foundation that will serve generations of students while advancing knowledge, innovation, and sustainable development in Karamoja and across Uganda.

In the vibrant and rapidly evolving entrepreneurial landscape of Uganda, where innovation and resilience are increasingly defining success, Chef Amiri Mutebi has emerged as a compelling figure. More than just a culinary artist, Mutebi has meticulously crafted a brand, Amiri Foods Restaurant, that transcends the traditional restaurant model, transforming it into a recognized symbol of community, digital savvy, and aspirational entrepreneurship.

His journey, marked by a blend of culinary passion, strategic business acumen, and a distinctive public persona known as “Dictator Amir,” offers a powerful narrative for a nation teeming with young individuals seeking pathways to economic independence and influence.

This extensive news story delves into the multifaceted career of Chef Amiri Mutebi, exploring his origins, the strategic development of his food brand, his impactful digital presence, and his broader significance as an inspiration within Uganda’s burgeoning entrepreneurial ecosystem.

The Genesis of a Culinary Vision: Early Life and Influences

Amiri Mutebi’s path to becoming a celebrated chef and entrepreneur is rooted in a deep-seated passion for food and a keen understanding of human connection. While specific details about his early life and formal culinary training are not extensively publicized, his trajectory suggests a foundational engagement with the culinary arts that predates his public recognition.

Born on January 4, 1998, Mutebi’s early experiences likely shaped his appreciation for traditional Ugandan cuisine and the communal aspect of dining, elements that would later become hallmarks of Amiri Foods Restaurant.

Before his rise as a restaurateur, Mutebi was known within certain circles of the local entertainment industry, particularly as a music promoter . This background in promotion and talent management provided him with invaluable insights into public engagement, brand building, and the art of captivating an audience—skills that he would seamlessly transfer to the culinary world.

The transition from managing musical talent to curating dining experiences might seem disparate, yet both fields demand creativity, meticulous planning, and an innate ability to connect with people. His experiences in the entertainment industry undoubtedly honed his understanding of market dynamics and the importance of a strong public image, laying crucial groundwork for his future entrepreneurial endeavors.

Amiri Foods Restaurant: A Recipe for Success in Uganda’s Restaurant Industry

The establishment of Amiri Foods Restaurant represents the culmination of Chef Amiri Mutebi’s culinary vision and entrepreneurial drive. In Uganda’s highly competitive restaurant industry, where numerous establishments vie for customer attention, Mutebi recognized that success required more than just serving good food; it demanded a holistic approach that prioritized experience, consistency, and a strong brand identity . His goal was not merely to open a restaurant but to build a brand that resonated with people, fostering a sense of belonging and memorable moments .

From its inception, Amiri Foods Restaurant distinguished itself by focusing on communal dining experiences and celebrating traditional Ugandan cuisine. Large communal platters became a defining feature, appealing to families, friends, and colleagues seeking shared meals and social gatherings .

This strategy tapped into a deeply ingrained cultural tradition in Uganda, where food serves as a powerful bridge between people, fostering togetherness and hospitality. By emphasizing this communal aspect, Amiri Foods Restaurant carved out a unique niche, standing out in a market often saturated with similar menus and offerings. The restaurant’s commitment to creating an inviting atmosphere where relationships could flourish transformed it into a social space, making it a destination for celebrations and everyday gatherings alike .

Amiri Foods Restaurant has expanded its operations, with a notable presence in Makerere, Kampala, specifically located at Kikoni Sir Apollo Kagwa Road, near the Shell petrol station . This expansion reflects the brand’s growing confidence and its ability to maintain quality and consistency across multiple locations, a critical factor for sustained growth in the hospitality sector .

The menu at Amiri Foods Restaurant is a testament to Mutebi’s culinary philosophy, featuring a range of delicious Ugandan and halal dishes, including popular items like Lusaniya, fried plantain, Arish, Egg Idomi Pepper beef, and African salad . The focus on traditional flavors, combined with a commitment to quality and a memorable dining experience, has solidified Amiri Foods Restaurant’s reputation as one of Uganda’s most recognizable food brands.

The Digital Maestro: Harnessing Social Media for Brand Growth

One of the most significant factors in Chef Amiri Mutebi’s rapid ascent has been his astute understanding and masterful utilization of digital media. In an era where consumer discovery increasingly begins online, Mutebi embraced platforms like TikTok and Facebook not merely as promotional tools, but as integral components of his business strategy .

His approach diverged sharply from traditional advertising methods, opting instead for authentic, engaging content that showcased the heart of Amiri Foods Restaurant.

Through a consistent stream of videos, Mutebi offers his audience a captivating glimpse into the world of Amiri Foods Restaurant. These videos often feature behind-the-scenes footage of food preparation, showcasing the meticulous care and traditional techniques involved in creating their dishes.

He also highlights the vibrant dining experiences at his restaurants, capturing the joy and camaraderie of customers enjoying their communal platters. Crucially, Mutebi actively engages with his online following, responding to comments, answering questions, and fostering a sense of community that extends beyond the physical confines of his establishments .

This direct interaction transforms online visibility into tangible customer traffic and sustained business growth. Customers who initially discover Amiri Foods Restaurant through social media often become repeat clients and enthusiastic brand ambassadors, spreading positive word-of-mouth recommendations and further expanding the brand’s reach .

Mutebi’s digital strategy is a prime example of how modern entrepreneurs can leverage social media to build trust and strengthen brand identity. By sharing aspects of his entrepreneurial journey online, he cultivates a level of transparency and authenticity that resonates deeply with his audience.

This accessibility has not only increased the visibility of Amiri Foods but has also transformed Mutebi himself into a public figure whose influence extends beyond the hospitality sector . His success in converting online attention into commercial triumph is a case study in effective digital entrepreneurship within the Ugandan context, demonstrating that in today’s market, visibility is an essential business asset.

Dictator Amir: The Persona and Its Impact

Beyond his role as Chef Amiri Mutebi, the entrepreneur has cultivated a distinct and memorable public persona: “Dictator Amir.” This moniker, while perhaps unconventional for a chef, reflects a confident, assertive, and often flamboyant aspect of his personality that has further endeared him to his audience. The

“Dictator Amir” persona is not merely a stage name; it is an extension of his brand, embodying a fearless and self-made image that resonates with many young Ugandans. This persona allows him to engage with the entertainment industry, further broadening his appeal and visibility .

His public life, particularly under the “Dictator Amir” brand, has also included personal milestones that have garnered significant media attention. In October 2025, at the age of 27, Mutebi proudly flaunted his first car, a significant achievement that he attributed to his own hard work and the support of his clients, friends, and family . This public display of personal success, shared across his social media platforms, served as a powerful motivational message, reinforcing his narrative of perseverance and self-reliance. It provided a tangible example of how dedication and entrepreneurial spirit can lead to personal prosperity, further solidifying his status as an inspirational figure.

Another aspect of his public persona that has drawn considerable attention is his past relationship with popular singer Chosen Becky. In December 2025, Mutebi garnered online conversations after he publicly congratulated his ex-lover, Chosen Becky, on her Kwanjula (traditional introduction ceremony) to her new fiancé, Ssekajja Abdul .

This act of maturity and goodwill, despite the personal history, further showcased a nuanced side to the “Dictator Amir” persona, demonstrating grace and respect. Such public displays, whether of personal achievement or mature conduct, contribute to the rich tapestry of his public image, making him a more relatable and complex figure in the eyes of his followers.

Inspiring a Generation: A Symbol of Uganda’s New Entrepreneurial Spirit

Chef Amiri Mutebi’s journey is more than a personal success story; it is a powerful symbol of Uganda’s new entrepreneurial spirit. In a country with one of the world’s youngest populations, where millions of young people enter the labor market annually, entrepreneurship has become a vital pathway to financial independence and career growth .

Stories like Mutebi’s resonate deeply because they demonstrate that success is not solely determined by one’s starting point but by persistence, adaptability, and the willingness to embrace new opportunities .

His trajectory illustrates that entrepreneurial success is rarely linear. It often demands reinvention, unwavering consistency, and the courage to navigate uncertainty. For aspiring entrepreneurs, these lessons are invaluable, particularly in a competitive economic environment where resilience is often the key determinant of long-term success.

Many young business owners in Uganda look to Mutebi’s experience as a reminder that building a sustainable enterprise requires time, commitment, and a clear vision . He embodies the idea that with strategic thinking and a strong work ethic, a simple idea can indeed blossom into a thriving enterprise, creating opportunities not just for the founder but for many others within the community.

Business as a Catalyst for Community Impact

Beyond generating profits and expanding market share, Amiri Foods has evolved into a business that actively contributes to community development and economic empowerment. As the brand has grown, so has its capacity to create employment opportunities for chefs, managers, support staff, suppliers, and delivery personnel .

This direct job creation has a ripple effect, supporting numerous households and stimulating broader economic activity through partnerships and supply chains linked to the hospitality sector. Mutebi’s enterprise thus serves as a microcosm of how successful businesses can act as engines of economic growth and social upliftment.

Furthermore, Amiri Foods has become an important social institution within the communities it serves. By hosting celebrations, fostering interactions, and contributing to a sense of belonging, the restaurants transcend their commercial function to become integral parts of the social fabric.

This combination of commercial success and social relevance is increasingly becoming a hallmark of modern entrepreneurship, where businesses are expected not only to generate profits but also to create meaningful value for society. Mutebi’s commitment to these principles underscores a holistic approach to business, one that recognizes the interconnectedness of economic prosperity and community well-being.

Redefining Leadership in the Digital Age

Chef Amiri Mutebi’s public profile also reflects a significant shift in the nature of leadership in the digital age. Today’s business leaders are expected to be accessible, authentic, and actively engaged with the communities they serve.

Mutebi embodies this new paradigm by openly sharing aspects of his entrepreneurial journey online, thereby creating a level of transparency that allows customers and followers to connect with the individual behind the brand. This accessibility has become a crucial component of modern business leadership, helping entrepreneurs build trust and strengthen customer loyalty .

His approach resonates particularly with younger generations of consumers who increasingly support brands that feel personal and relatable. By maintaining an active and engaging digital presence, Mutebi not only markets his business but also cultivates a loyal following that feels invested in his personal and professional growth. This direct line of communication and authentic engagement sets him apart, demonstrating how digital platforms can be leveraged to build a powerful and enduring brand identity rooted in genuine connection.

The Broader Context: Uganda’s Entrepreneurial Ecosystem

Chef Amiri Mutebi’s success story is situated within the broader context of Uganda’s burgeoning entrepreneurial ecosystem. The country has witnessed a significant surge in youth-led enterprises, driven by a combination of necessity and opportunity. With limited formal employment options, many young Ugandans are turning to entrepreneurship as a viable path to self-sufficiency and wealth creation. The rise of digital platforms has further democratized access to markets and customers, enabling individuals like Mutebi to build businesses with relatively lower barriers to entry.

However, this ecosystem is not without its challenges. Entrepreneurs often grapple with issues such as access to capital, regulatory hurdles, and intense competition. Mutebi’s ability to navigate these complexities, formalize his business, and expand his operations speaks volumes about his strategic foresight and resilience.

His journey provides a practical blueprint for aspiring entrepreneurs, demonstrating the importance of strong branding, effective digital marketing, and a deep understanding of customer needs in achieving sustainable growth. His story contributes to a growing body of evidence that highlights the transformative potential of entrepreneurship in driving economic development and fostering innovation in Uganda.

Conclusion: A Legacy in the Making

Chef Amiri Mutebi’s journey from a passionate individual with a love for food and music promotion to a celebrated culinary entrepreneur and influential public figure is a testament to the power of vision, hard work, and strategic adaptation.

Through Amiri Foods, he has not only built a fast-growing food brand synonymous with communal dining and traditional Ugandan cuisine but has also cultivated a powerful digital presence under his “Dictator Amir” persona. His astute use of social media, coupled with his commitment to creating memorable customer experiences, has positioned him as a leader in Uganda’s competitive hospitality industry.

More importantly, Mutebi has become a symbol of inspiration for a new generation of Ugandan entrepreneurs. His story, rich with themes of resilience, self-reliance, and community impact, demonstrates that with persistence and a willingness to embrace change, humble beginnings can lead to remarkable achievements.

As Amiri Foods Restaurant continues to expand and Mutebi’s influence grows, his legacy will undoubtedly be defined not just by the culinary delights he offers, but by the countless young Ugandans he inspires to pursue their dreams, build their own brands, and contribute meaningfully to the economic and social fabric of their nation. Chef Amiri Mutebi is not just a chef; he is a visionary, a brand builder, and a beacon of entrepreneurial spirit in modern Uganda.

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On Saturday, 25th July 2026, Absa Uganda, in partnership with Reach A Hand Uganda, hosted an impactful peer-learning session at Revival Girls Secondary School in Mbarara, extending financial literacy and life skills to 345 students.

The event marked another milestone in the second year of the strategic partnership built on an innovative peer-education model with Reach A Hand. The initiative blends practical mentorship with engaging entertainment to ensure vital financial concepts and co-curricular education resonate naturally with the young people.

The outreach delivered critical tools to help students navigate today’s economy, manage pocket money, and prepare for their future through signature initiatives like the Absa Ready to Work program as well as financial trainings for young women in business through the Leesu Initiative.

Olivia Ainembabazi of Absa Bank Mbarara Branch shared on the bank’s commitment to youth development and community impact saying,

“As Absa, we are giving back by supporting young business women through our programs here today. Starting young when understanding financial concepts like ‘save today and it’ll save you tomorrow’ helps young people prepare for emergencies while also protecting them from unnecessary debt when they carry and test out the knowledge with their friends and people at home.”

Highlighting the unique approach of the outreach, Mandela Talona, Programs Officer at Reach A Hand Uganda, noted that,

“We reach out to students with trained peer educators because young people pick up information better from people they relate with. With Absa on board, we are offer financial literacy sessions integrated by role models and with entertainment to keep students engaged while empowering them to make informed choices about their futures.”

The host school’s leadership also commended the program’s holistic contribution to student development with Deputy Headteacher at Revival Girls High School, Kiwanuka John saying,

“Such programs help bring out the courage and industriousness in our learners. They equip students with practical entrepreneurial skills needed for the world of work, aligning seamlessly with the new curriculum. Beyond the practical knowledge, the social interactions also leave our students energized and truly inspired.”

Since March 2026 alone, the partnership has reached over 10,000 students across 12 schools in Mbarara and the neighboring areas, with plans to expand to 20 more schools across the region by the end of the year.

Through ongoing collaborations like this, Absa Bank continues to be a force for good in the communities they serve while empowering youth and building resilient communities.

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There is still much that many Ugandans are discovering about wind instruments, their range, the technique required to play them, and the sophistication that lies beneath their sound.

In a music culture often drawn to high-energy rhythms, fast tempos and immediately catchy hooks, wind instruments can demand a different kind of attention. Their sound is less likely to rush the listener. Instead, it invites reflection, creating moments that can feel meditative even when the music is lively.

That contrast makes Venezuelan-born composer, educator and French hornist Isabella González Díaz’s latest body of work particularly intriguing. Across four compositions created and recorded with musicians from the African Music School, González Díaz explores the meeting point between contemporary composition and Uganda’s communal musical spirit.

The result is a collection that is technical without being cold, structured without losing its sense of spontaneity, and rooted in collaboration rather than the idea of a single artist working alone.

The four pieces, Katuyimbe, In Our Hearts, Once Upon a Time and 256, were developed during González Díaz’s three-month creative residency in Uganda, which began in May and will conclude in August. The project was spearheaded by Musica Unita, a Scottish charity founded and artistically directed by González Díaz, in partnership with the African Music School.

Although the compositions draw from contemporary Western musical traditions, they are not presented as distant or overly formal exercises. Instead, they carry traces of Ugandan musical expression, with voices, chants and the energy of collective performance helping to give the work a distinctive character.

Katuyimbe is perhaps the most immediately inviting of the four. The choir sings with a freedom that makes the performance feel less rehearsed than lived. There is a sense of enjoyment in the voices, and the music never appears forced, even as the instrumental arrangement moves through complex passages.

At its opening, Katuyimbe carries echoes of the folk song Kagutema, creating a familiar entry point before expanding into a broader and more contemporary arrangement. The African Music School musicians do more than provide vocal support; their contributions help guide the composition, making what could have been an intimidatingly complex piece feel warm and accessible.

The energy across the collection is another unexpected strength. Those who associate horn music mainly with technical precision and conservative performance may be surprised by the spontaneous chants, calls and occasional shouts from the musicians. These moments interrupt the formality often associated with orchestral music and serve as reminders that the pieces were created through live, collective performance.

The spontaneity does not weaken the compositions. Instead, it gives them personality.

In Our Hearts moves in a more reflective direction. The prominence of the horn gives the piece an emotional weight, while its slower passages carry a solemnity that can feel almost spiritual. For much of its duration, the composition evokes the atmosphere of mourning or remembrance, even as its closing moments become more uplifting.

It is a piece that appears to hold grief and hope in the same space. The ending does not erase the sadness that comes before it; rather, it offers a sense of release.

Once Upon a Time is the most disciplined and conventional composition in the collection. It follows a tighter musical structure, with less room for improvisation and none of the vocals or chants that shape some of the other pieces.

The arrangement is concise and carefully controlled, allowing the instruments to carry the entire narrative. It is perhaps the closest the collection comes to the formal expectations associated with contemporary horn music, but its restraint also gives it clarity.

Then there is 256, whose title references Uganda’s international telephone code. Like Once Upon a Time, it is driven largely by horns and variations in wind instrumentation. The piece explores texture and tonal shifts more than vocal expression, making it one of the collection’s more understated compositions.

Both 256 and Once Upon a Time may require more patience from casual listeners. Their appeal lies less in immediate familiarity and more in the detail of their arrangements, the way instruments enter and leave, the changes in tone, and the conversations created between different sections of the ensemble.

Together, the four compositions reflect a creative exchange between Venezuela, Scotland and Uganda. González Díaz’s background as a Venezuelan musician working within Scotland’s music scene brings one set of influences to the project, while the African Music School musicians introduce local sounds, performance traditions and a communal energy that shapes the final work.

The project is also an extension of González Díaz’s wider mission through Musica Unita, which uses music education, workshops, training and international partnerships to connect artists across different cultural backgrounds. Registered as a charity in Scotland, the organisation seeks to use music as a tool for creative expression, cultural exchange and community development.

During her residency in Uganda, González Díaz has overseen the project from composition and rehearsal to the final recording sessions. Beyond her role as artistic director and composer, she has also performed on the French horn, contributing solo passages to the collection.

The recordings were supported by Glasgow’s Glow Worm Recording Studios, which provided equipment for the project. The collaboration builds on a professional relationship formed in 2024, when the studio recorded González Díaz’s commission for the National Youth Pipe Band of Scotland.

For González Díaz, whose work brings together performance, composition, conducting and music education, the Uganda residency has become an opportunity to test what can happen when musicians from different traditions create together rather than simply perform alongside one another.

The resulting collection does not attempt to package Ugandan music into a foreign musical framework. Instead, it allows different influences to meet, occasionally clash and ultimately find common ground.

When the four pieces are released in August 2026, listeners will encounter more than a collection of horn-led compositions. They will hear a record of collaboration, one shaped by technical discipline, cultural exchange, collective joy and the unpredictable energy of musicians creating in the same room.

And in that meeting of horns, voices and shared experience, González Díaz has found a sound that feels both international and unmistakably connected to Uganda.

dfcu Limited has cautioned shareholders and the investing public that it expects to report a loss for the first half of 2026, blaming the surge in legal expenses tied to its protracted Crane Bank battle at the English High Court.

In a Profit Warning issued under Rule 38(3)(c) of the Uganda Securities Exchange Listing Rules 2025, the Board of Directors indicated that the bank’s unaudited results for the six months ending 30 June 2026 will swing into a loss, compared with the same period in 2025.

The Board’s formal notice stated: “The Board of Directors of dfcu Limited (the Company) wishes to inform its Shareholders and the investing public that the Company’s unaudited financial results for the six months ended 30th June 2026 shall reflect a loss position compared to the corresponding period in 2025.”

dfcu directly tied the projected loss to the cost of defending one of the largest commercial disputes in its history, saying: “This is attributed to high legal costs incurred during the period in connection with ongoing proceedings before the English High Court.”

The proceedings trace back to a 2020 claim filed in London by Crane Bank Limited (CBL) and a number of its shareholders against dfcu Limited, dfcu Bank and other parties. The claim concerns the acquisition of certain assets and the assumption of certain liabilities following Crane Bank’s collapse in 2017.

Even as it warned of the loss, dfcu moved to assure investors that its core operations remain sound: “The Group remains resilient with its key fundamentals strong and on a sustained upward trajectory as indicated in the published financial results.”

Court Sides Against dfcu on Defence Changes:

The profit warning follows a significant procedural ruling at the English High Court in the multibillion-shilling dispute. The court turned down major parts of dfcu’s effort to rework its defence.

Deputy High Court Judge Paul Stanley KC refused to let dfcu plead the detailed findings of PricewaterhouseCoopers (PwC) forensic reports as though they were facts to be proved at trial.

The underlying dispute turns on Crane Bank’s allegation that the Bank of Uganda unlawfully took over the bank in 2016 before passing most of its assets and liabilities to dfcu in January 2017 in what the former shareholders describe as a sale at a gross undervalue. Crane Bank and its shareholders argue the takeover and subsequent sale were the product of a corrupt scheme, with concerns about the bank’s financial position manufactured to smooth the way for its acquisition.

dfcu’s defence has leaned heavily on two PwC forensic reports that the Bank of Uganda commissioned after placing Crane Bank under statutory management. Those reports raised numerous allegations around the bank’s management and financial affairs.

Yet Judge Stanley drew a firm line between citing the existence of those reports and treating their conclusions as established fact. He held that while dfcu may point to the fact that the reports were prepared and that regulators could properly have considered them when deciding how to act, it cannot simply transplant the reports’ contested findings into its defence as factual allegations without proving them at trial.

Parts of dfcu’s proposed amendments drew sharp criticism from the judge, who said they generated a “dangerous ambiguity” by muddying the line between PwC’s allegations and facts dfcu intended to prove. He noted that dfcu’s proposed pleading effectively tried to fold large sections of the forensic reports into the litigation, a step that risked complicating and even derailing the proceedings.

“If the intention were to use these paragraphs as a way of incorporating, by reference, PwC’s conclusions as allegations in this case, this is not the right way of doing so,” the judge said. “It would obstruct the orderly resolution of the case.”

The court further found that allowing such pleadings would drag in numerous contested factual issues stretching back over many years, demanding extensive additional evidence and turning what is already complex litigation into an even bigger trial.

In place of the rejected amendments, the judge allowed dfcu only to rely on the existence and content of the PwC reports for the narrow purpose of explaining why the Bank of Uganda, or a reasonable regulator, may have acted as it did — without asserting that the reports’ conclusions were true.

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Absa Bank Uganda has recognised 13 of its top-performing dealer partners for helping more Ugandans access financing to buy vehicles, machinery and other productive assets through a new annual awards programme.

The inaugural Titan Awards celebrate dealers that have excelled in customer service, innovation and collaboration while supporting businesses and individuals to acquire assets that drive economic growth.

Speaking at the awards ceremony, Absa Bank Uganda Managing Director David Wandera said the bank’s success in asset financing is built on strong partnerships with its dealer network.

“Every vehicle, tractor, bus or piece of construction equipment financed by Absa represents a successful partnership between the bank and our dealers,” Wandera said. “The Titan Awards recognise partners whose commitment to excellence has enabled more Ugandans to invest, grow their businesses and strengthen their communities.”

The awards come at a time when demand for asset financing continues to rise as businesses seek to invest in equipment that boosts productivity and competitiveness.

According to the Bank of Uganda’s State of the Economy Report for June 2026, sectors such as agriculture, manufacturing, trade, transport and real estate continue to record steady growth in private sector borrowing, reflecting increasing investment in productive assets.

The awards covered several categories, including passenger and commercial vehicles, agricultural machinery, heavy equipment, specialised business assets and environmental sustainability.

Speaking as the Guest of Honour, Winstone Katushabe, Commissioner for Transport Regulation and Safety and Chief Motor Vehicle Licensing Officer at the Ministry of Works and Transport, praised Absa for widening access to asset finance.

He said partnerships between government, financial institutions and the private sector are essential to Uganda’s economic transformation.

“A productive asset should not remain out of reach simply because a farmer, entrepreneur, school or business cannot afford to pay the full amount upfront,” Katushabe said. “Financing solutions like these help businesses grow, create jobs, improve safety and strengthen the country’s competitiveness.”

Among the winners, Motor Center was named Top Passenger Vehicle Dealer (Brand New), while Mighty Rides won the Top Passenger Vehicle Dealer (Used) award.

Double Q received two awards after being recognised as the leading commercial truck dealer and the Fastest Deal Turnaround Partner. Tata Uganda was named the top commercial bus dealer, while Pearltrac Uganda Limited and Afgri were recognised for their contributions to the construction and agricultural sectors respectively.

Achilles Rental Uganda Limited won the Top Specialised Asset Supplier award, Al-Mamoun was named Emerging Dealer of the Year, Motor Care received the Highest Transaction Volume award, Pacific Diagnostic won the Highest Transaction Value award, and Kiira Motors was recognised as Environmental Champion of the Year for promoting sustainable mobility solutions.

Absa Bank Uganda’s Retail and Business Banking Director, Moses Rutahigwa, said the bank remains committed to making asset financing more accessible through flexible repayment plans, competitive interest rates and strategic partnerships.

He cited Absa’s partnership with Tata Uganda, launched last year, which enables schools across the country to acquire modern and safer school buses through affordable financing.

Rutahigwa said the bank will continue expanding such initiatives to help more businesses and institutions invest in the productive assets they need to grow.

Absa said the Titan Awards will now be held annually to recognise dealer partners whose innovation and performance continue to increase access to asset finance and support Uganda’s economic development.

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Uganda’s Chief of Defence Forces (CDF), General Muhoozi Kainerugaba, has called on regional military leaders to demonstrate unity, creativity, and steadfast resolve to safeguard the future of peacekeeping operations in Somalia as the mission transitions toward sustainable, African-led logistical frameworks.

Speaking at the opening of the Extraordinary Meeting of Chiefs of Defence Forces (CDF) from Troop-Contributing Countries (TCCs) to the African Union Support and Stabilization Mission in Somalia (AUSSOM) at Speke Resort Munyonyo, Gen. Kainerugaba urged military commanders to adapt to tightening financial constraints.

“These are difficult circumstances, but they also call for our unity, creativity, and resolve,” Gen. Kainerugaba noted. “The future of our mission, and the sacrifice and progress we have all made together in Somalia, depend on the quality of the decisions we make at moments like this.”

The call to bolster the mission comes as the United Nations Support Office in Somalia (UNSOS) prepares to wrap up operations by December 31, 2026, presenting an opportunity for troop-contributing countries to accelerate efforts toward autonomous logistical arrangements.

The Ugandan CDF noted that funding reductions are already being felt on the front lines, prompting forces to reorganize their operational priorities in the field. He also pointed to shifting international diplomatic dynamics, including indications that the United States would not support the renewal of the AUSSOM mandate under the current UN support framework.

Against this backdrop, Gen. Kainerugaba emphasized the need for troop-contributing countries to fast-track African-led alternative arrangements that would sustain the mission beyond December 2026. He stressed that the responsibility now rests squarely with African nations to ensure the continuity of the gains made in Somalia.

The military chiefs’ technical deliberations in Kampala form the first step of a three-day strategic process. The outcomes will feed into a comprehensive CDF report to be presented to Defence Ministers on July 30, which will ultimately guide regional Heads of State during the 15th Extraordinary Summit on July 31.

“As Chiefs of Defence Forces, we are responsible for providing clear military guidance and strategic direction at a time when the mission environment is changing,” Gen. Kainerugaba stated. “It is therefore important that we approach these discussions with frankness, openness, and a shared sense of purpose.”

In a brief security update, Brig. Gen. Ibrahim Mohamed Mahmoud, Commander of the Somali National Armed Forces, expressed appreciation for the substantial role played by African peacekeeping missions in stabilizing the country.

The troop-contributing countries to AUSSOM; Uganda, Burundi, Djibouti, Ethiopia, Egypt, and Kenya, with Somalia as the host nation are represented at the ongoing three-day summit that concludes on July 31.

Echoing Gen. Kainerugaba’s sentiments, the Head of the African Union’s Peace Support Operations Division, Brigadier General Cheick Dembele, noted that sustained African solidarity remains essential in supporting Somalia’s journey towards lasting peace and stability.

He added that the African Union has remained committed to the mission despite challenges and emphasized that efforts to strengthen Somalia’s security institutions require continued collective support.

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By Fahim Muyingo

Young leaders from across the East African Community (EAC) recently gathered at Makerere University for the 3rd Annual East African Guild Leaders’ Summit, where they called for deeper regional integration and a future in which opportunities are not limited by national borders.

Held under the theme: “Youth Leadership, Production, and Regional Integration: Building a Competitive East Africa in a Changing Global Order,” the summit brought together university guild presidents, scholars, policymakers and development partners to explore how young people can drive the region’s transformation.

A recurring message throughout the discussions was the need to move beyond artificial borders and build a truly integrated East Africa where students, professionals, businesses and ideas can move freely.

Speakers, including Professor Idris A. Rai and Damian Massa, argued that the region’s competitiveness will depend largely on how effectively East African countries remove barriers to mobility and collaboration. Drawing lessons from international models such as the European Union’s student exchange programmes, participants proposed harmonising university curricula, simplifying credit transfer systems and expanding opportunities for cross-border learning.

The summit also emphasised the need to position young people as active architects of development rather than passive beneficiaries of government programmes.

Annet Pangunji of the United Nations Development Programme (UNDP) led discussions on strengthening youth participation in decision-making, promoting local production and creating meaningful opportunities for young people to contribute to national and regional development.

Delivering the keynote address, Professor Peter Anyang’ Nyong’o, the Governor of Kisumu County, Kenya, reminded delegates that leadership is measured by service, innovation and a commitment to advancing the common good.

Representing the Afro-Arab Youth Council (AAYC), a delegation led by the Manager for Liaison and Partnerships, Ms. Halima Nansubuga, joined the discussions and reaffirmed the Council’s commitment to supporting student leadership and advancing regional integration across Africa and the Arab world.

As the summit concluded, student leaders issued a joint appeal to governments and regional institutions to formally recognise and institutionalise the East African Guild Leaders’ Summit as a permanent, rotating platform for youth engagement.

They argued that institutionalising the summit would ensure student leaders across the EAC Partner States have a continuous and recognised platform to contribute to regional integration, policy dialogue and youth empowerment.

“This step would ensure that student leaders across partner states have a continuous, recognised voice in driving regional integration and youth empowerment,” Ms. Nansubuga said.

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