‘People undermined me on appointment’

Babara Wasagali
What you need to know:
- Resilience. She started as a receptionist with no degree but on the radio job is where Wasagali lay the foundation for her future in an inspiring journey to becoming the general manager of Bugisu Cooperative Union
Babara Wasagali started her career as a radio receptionist and never in her wildest dreams did she see herself one day leading a historic institution.
But thanks to her dedication, resilience and vision, she has managed to break barriers.
Wasagali is the first woman to serve as the General Manager of Bugisu Cooperative Union (BCU) in the union's 70-year history. Her journey is a testament to perseverance and the power of dreaming big.
Before her appointment, Wasagali worked at Open Gate FM as a receptionist in 2005. This was her first job.
Despite not having completed her education, she applied for the position of customer care manager and impressed her interviewers.
At the radio station, her responsibilities were extensive, ranging from managing cash transactions to writing announcements in three languages; English, Lumasaba and Luganda.
“The job was demanding, often keeping me at the office until late at night, but my passion kept me committed.
Over time, the station’s fortunes improved, and we began generating significant revenue,” she says.
After a decade at Open Gate FM, Wasagali pursued a degree in Social Work and Social Administration, graduating from Uganda Christian University.
Despite the setback, she remained resilient and on graduating, she secured a role at Bugisu Cooperative Union as a volunteer in 2014, marking the next chapter in her career.
She was first appointed assistant administration manager, where she gained valuable experience under the mentorship of the late Isaiah William Wabulo.
“His guidance in administration, coffee buying, and exports laid a strong foundation for my career,” Wasagali says.
In 2016, she was promoted to administration manager, a role she held for several years under different leadership.
“Adapting to working under different leadership styles enhanced my resilience and problem-solving skills. The Covid-19 pandemic that hit in 2020 marked a critical moment as the union downsized operations,”she says
Dedication
Amid these challenges, I assumed additional responsibilities, including overseeing coffee exports, administration, and sales.
Her first export to Taiwan was faced with difficulties, but she overcame them with support from the Board chairman.

Wasagali in Guangzhou promoting Elgon Pride and Bugisu washed arabica coffee. PHOTOS/YAHUDU KITUNZI
Since then, she has streamlined buying of parchment, export operations and ensured continuity in administrative functions and it was from here that she was spotted and risen through the ranks.
Her role as the general manager is to supervise general operations of the union, implementing board policies and resolutions, providing technical advice to the board, among other duties.
“I have worked with and for BCU for 10 years and my success as the general manager has been guided by a combination of strategic planning, collaborative leadership, and a deep commitment to the organisation’s vision,” she says.
Wasagali says she believes in participatory leadership where you empower the team, foster open communication, and recognise individual contributions and these have been key in creating a motivated and innovative workforce.
She says the cooperative sector is dynamic, and staying informed about market trends, member needs, and policy changes has been key to making proactive decisions.
“Ensuring that our strategies benefit our members and the community at large is central to our operations. This focus strengthens loyalty and drives sustainable growth,” she notes.
Asked to peek into the future, Wasagali says her plan is to ensure that the union purchases five million kilogrammes of coffee in the next financial year 2025 by mobilising farmers to work with the union.
She also plans to review BCU’s five-year strategic work plan, and continue renovating union properties/estates.
She also intends on making sure small coffee farmers are protected from exploitation by middle men (coffee dealers), aim at expanding the international market, develop innovative value addition mechanism for coffee, secure more partnerships that enhance the value of the coffee union, lobby for grants and partnerships to make sure that the union expands on its coffee value addition machine.
Recently, Wasagali was recognised as the best manager in the union. This prestigious accolade celebrates her exceptional leadership and dedication to the success of the region’s only surviving coffee union.
Wasagali attributes much of her success to the capable leadership of the BCU Board and the dedicated team of employees who share her vision.
“Together, they have worked tirelessly to strengthen the union’s operations and enhance its reputation as a cornerstone of the coffee industry. I am proud of my achievements so far and remain committed to serving BCU while trusting in God to guide me toward greater accomplishments,” she says.
Although her recognition comes with praise, Wasagali says the role did come with some challenges.
“People undermined me, thinking that,as a woman, I could not manage the union because it is so large. The union had always been managed by male managers,” she said.
“I faced significant opposition. Some people did not want me in the manager’s office, perhaps because I am a woman. They claimed I lacked the necessary experience,” she explained.
She expressed gratitude to the Chairman for standing by her and mentoring her into becoming an effective manager.
“I am still learning, but I have gained valuable experience,” she said.