The airline is entering a new growth phase with planned fleet expansion and additional routes. What are your current priorities in strengthening operational capacity and network reach?

Uganda Airlines is entering a decisive phase of disciplined growth. As of mid-2026, the airline operates six aircraft: two Airbus A330neos on long-haul routes including Dubai, Mumbai and the United Kingdom, and four CRJ-900s supporting the regional network.

Our immediate priority is to strengthen the regional platform that feeds and sustains those long-haul operations. No international route can succeed in isolation; it requires a reliable network that allows passengers and cargo to move efficiently across multiple markets.

Regional expansion is therefore at the heart of our strategy. By deepening our presence across East, Central, Southern and West Africa, we can create the network depth needed to make Uganda Airlines more competitive, resilient and commercially sustainable.

We are also focused on stabilizing our international operations. Three engines are currently undergoing maintenance, a process expected to take approximately 120 to 150 days. Once they return, we expect improved reliability and consistency across our long-haul schedule.

In the short term, wet leasing has helped us cover capacity gaps, but it remains costly because the lessor provides the aircraft, crew, maintenance and insurance. Our intention is to transition gradually towards dry leasing, where Uganda Airlines operates the aircraft with its own crews and assumes responsibility for maintenance and insurance. This will lower costs while strengthening our internal capability.

This transition will help us build a stronger, self-operated network while developing the technical, operational and human capacity required for sustainable growth.

We are working to dry-lease at least two Boeing 737 aircraft by November. This additional capacity will strengthen our regional network, particularly across East, Central and Southern Africa, and improve connections to markets such as Johannesburg, Harare, Lusaka, Kinshasa and Nigeria while supporting traffic flow into our long-haul services.

The expansion also requires certification by the Uganda Civil Aviation Authority, as Uganda has not operated Boeing 737 aircraft in recent years. Boeing has already begun supporting this process, which is why we are working towards a November timeline.

At the same time, we are preparing our pilots, cabin crew and maintenance teams for the new operation. Training and certification will continue through to around the second quarter of 2027, by which time an eight-aircraft fleet will give us a stronger operational base.

By the second quarter of 2027, we also hope to add another 737, preferably a MAX aircraft. The MAX offers better fuel efficiency and longer range, and it will help us become familiar with the aircraft type ahead of the delivery of our own fleet.

If we can secure at least one MAX by March, April or the second quarter of 2027, it will help us build capacity progressively until our own MAX aircraft begin arriving towards 2032.

Cargo is another important growth area. We hope to lease a second-hand Boeing 737-800 freighter with a capacity of about 20 to 22 tonnes. This would support exports such as fruits and vegetables to the Middle East and across Africa, while preparing the airline and the country for larger cargo operations. Today, much of our cargo is still carried through belly capacity on passenger flights.

Expanding cargo capacity will help stimulate Uganda’s trade with other countries, both for imports and exports. Even now, on our London flights, we carry more than 20 tonnes of cargo, mainly fruits and vegetables, and there is clear potential to grow this business further.

There is also significant cargo demand between Uganda and the UAE, particularly to and from Dubai. We are therefore building the capacity to handle that demand so that, when the aircraft are available, the operation can begin from a position of readiness.

Government has approved the acquisition of eight additional passenger aircraft: four narrow-body aircraft in the Boeing 737 MAX, and four wide-body aircraft in the Boeing 787. This expansion will significantly strengthen our African and international network, including West Africa, Southern Africa and key regional routes.

The Government has further authorized us to lease a Boeing 737 freighter next year. This will support exports such as fruits and vegetables to Dubai and other markets, bringing greater value back into Uganda’s economy.

Over time, we also hope to lease a wide-body freighter capable of serving Europe and, potentially, the Far East, including China. This would significantly expand Uganda’s export capacity and unlock opportunities that remain underdeveloped but highly valuable for both the airline and the national economy.

We are also working with the Government and the Ministry of Works and Transport on airport infrastructure. One airport has been completed, and another is under development. Once these facilities are ready, we would like to deploy the CRJs on domestic routes so that tourists can be taken directly to key destinations from our hub at Entebbe.

If smaller aircraft are required in the future, we will also consider that option. Our broader objective is to support the development of Uganda’s tourism sector, which has enormous potential.

We intend to work closely with all relevant government agencies to make this happen.

We are also preparing for the growth of sports-related travel. As Government develops the necessary terminal infrastructure at these domestic airports, Uganda Airlines is preparing the ground support equipment and operational capacity required to move passengers efficiently.

There are also several regional and continental route opportunities. We have not yet started operations to Kigali, and we also see potential for additional Congolese cities, as well as their markets in the region and beyond. The opportunity across Africa and beyond remains very significant.

The African Continental Free Trade Area presents a major opportunity, although implementation remains challenging. By opening routes such as Accra and strengthening our 737 passenger and freighter capacity, Uganda Airlines can help support intra-African trade and make it easier for goods and people to move across the continent.

There is demand between Uganda and markets such as Nigeria and Ghana, both for goods moving out of Uganda and products coming into the country. The key is coordination: making trade feasible, opening the necessary routes and creating the conditions for businesses to move goods more efficiently.

As long as the country continues to view the airline as a strategic asset and a vehicle for economic growth, there is a great deal that can be achieved.

Strategic partnerships are increasingly shaping the aviation industry. What collaborations or alliances are important to Uganda Airlines’ long-term growth strategy?

Strategic partnerships are central to our long-term growth. Uganda Airlines is still developing its full maintenance capability, and until that capacity is fully established, we must work with reliable partners across the continent. We are therefore strengthening relationships with established African carriers, including partners in South Africa, Kenya and Ethiopia, particularly in maintenance, technical support and operational cooperation.

Commercial partnerships are equally important. Interline arrangements require airlines to meet recognized international standards, and we are pleased that Uganda Airlines has reached that level. We currently operate to London Gatwick and intend, over time, to add other European destinations, including Paris and eventually Germany, a major source market for tourism.

We also believe African airlines must cooperate more deliberately. The market is large enough for all of us, and collaboration can improve connectivity across the continent. In tourism, for example, multi-destination travel is increasingly important because visitors want broader experiences. Airlines can support that by working together to create more efficient travel options.

Our strategy is to build as much of our own network as possible while cooperating where our aircraft do not operate directly. The long-term objective is to position Uganda Airlines as a strong East African carrier and support Entebbe’s emergence as a regional hub.

Aviation plays a critical role in trade, tourism, and investment. How is Uganda Airlines contributing to positioning Entebbe as a competitive regional hub?

At present, much of our operation remains point-to-point, but our ambition is to turn Entebbe into a true connecting platform.

Successful hubs such as Addis Ababa demonstrate the power of connectivity: many passengers use the airport as a transit point without necessarily entering the city. Entebbe currently handles a relatively smaller share of connecting traffic, but our ambition is to grow that share and position Uganda as a natural gateway for passengers moving across Africa and beyond.

A hub is created when passengers begin to choose an airport for connections. As traffic grows, the airport becomes more attractive to other carriers, businesses and service providers. Uganda’s central location gives Entebbe a strong natural advantage, but that advantage must be supported by the right network and service reliability.

This would allow us to grow tourism and trade at the same time, supported by stronger passenger and cargo capacity. A well-positioned national carrier can support tourism, conferences, sports travel, business mobility and the movement of goods.

We also need to think beyond the current scale of operations. Uganda Airlines must become better known among travel agents, business communities and regional partners so that more people understand the value and convenience of connecting through Uganda.

The diaspora market is important, but it must be complemented by tourism, business and conference travel. Diaspora travellers may come once a year or every few years, while tourists and business travellers can generate more regular traffic throughout the year.

Uganda also offers favourable conditions for investment and visitation. However, these opportunities must be actively driven. The national carrier, working with other government agencies, has an important role to play in promoting the country and converting potential into actual traffic and investment.

Is Uganda Airlines working in collaboration with the Uganda Tourism Board, the Uganda Wildlife Authority and the Ministry of Tourism to do so in terms of tourism?

Yes. We are working closely with tourism stakeholders and share a common vision for promoting Uganda as a destination. The country has exceptional tourism assets that are not yet fully utilized, and aviation has a critical role to play in opening them up to international and regional visitors.

Our aim is to work with all relevant government agencies to turn that potential into real traffic. Uganda offers a distinctive mix of wildlife, lakes, birdlife, culture and adventure tourism. These strengths need consistent marketing, reliable air access and coordinated support across the tourism ecosystem.

Uganda has tourism assets that are truly distinctive. While other countries may be known for large wildlife populations, Uganda offers a unique combination of experiences, including gorillas, birdlife, culture and varied landscapes. That diversity gives Uganda a strong competitive tourism proposition.

The intention is to gradually improve access to tourism sites through airport development. With new airport infrastructure coming on stream, the CRJs can serve these locations and provide visitors with direct connections to key destinations, reducing the need for long road journeys.

Uganda also has good hospitality infrastructure, which creates opportunities for conference and meetings traffic. With reliable air access and coordinated promotion, this segment can be developed further.

Uganda’s birdlife is another exceptional attraction. Many visitors travel specifically to enjoy experiences such as birdwatching by the lakes, and this is an area that can be promoted more strongly to international markets.

Our role is to support these opportunities by providing reliable schedules, bringing visitors into the country and working with tourism organizations to improve the overall visitor experience.

Improved air connectivity is increasingly important for tourism growth. How will planned domestic and regional routes support Uganda’s tourism and business sectors?

One of the main challenges today is access: many of Uganda’s traditional tourism sites are not easily reached by air, except through limited small aircraft charter operations. Improved domestic connectivity will reduce travel time and make it easier for visitors to reach key attractions directly.

A new international airport has been developed to support the oil and gas sector, and there are plans for additional airports. Once these facilities are operational, they can be used strategically to connect visitors directly from one attraction or business location to another.

Once the domestic airport network is expanded, the possibilities for tourism, business travel and regional mobility will be much greater.

We are therefore working with the Government and the Ministry of Works and Transport so that, when the airports are ready, the CRJs can be deployed to serve those points. This would allow tourists to travel directly to areas where attractions are located, rather than relying solely on Entebbe as the entry point. For some national parks with short airstrips, local private airlines are already doing good work in transporting tourists to the parks, and we should encourage them to do more.

How did you find Uganda Airlines and how do you see it right now?

Uganda Airlines was re-established about six years ago with strong investment and support from the Government of Uganda. Like any young airline, it has gone through a period of growth, learning and institution-building. A strong airline is not built overnight; it requires time, discipline, systems and people.

What is encouraging is the quality of talent available in Uganda. The country has many educated, capable and English-speaking professionals. With the right training and guidance, that human resource base can support the airline’s development across technical, operational, commercial and administrative areas.

The airline has already made encouraging progress. Although it does not yet have a complete maintenance organization, it has built a maintenance team that can be developed further. Once the required facilities are in place, that team will be ready to take on greater responsibility.

The airline is now well established, with strong government support, improved office facilities and a new terminal on the horizon. The foundation is in place; the task now is to build on it with discipline, capacity and ambition.

With the Government’s continued support, our focus is now on building the right mindset, strengthening the team and growing the business sustainably.

With proper management, guidance, training and investment, the airline can achieve a great deal. The support exists; what is required now is to convert that support into stronger systems, stronger people and stronger results.

Uganda has a large pool of educated, English-speaking and capable young people who are eager to work. That presents a real opportunity for the airline to develop talent from within the country.

We are therefore beginning to recruit students directly from universities. Bringing in young people early allows us to train them, shape their skills and culture, and prepare them to support the long-term growth of the business.

This is the approach I am encouraging within the organization. We are engaging universities and bringing in young engineers, accountants, marketing professionals and other talent, then training them and giving them responsibility. With the right support, they can contribute significantly to the airline’s success.

The potential is very significant.

Today, we have about 700 employees, and this number may increase by 300 to 400 over the next year. Building that capacity requires investment—not only in aircraft, but also in people. Ultimately, the most important investment is in the human capacity that will operate, maintain and grow the airline.

We need people who can operate aircraft, maintain them and support every part of the aviation value chain. That requires a mindset that recognizes opportunity and prepares people to take advantage of it.

There is also infrastructure that must be developed. We need a hangar, a catering facility and a cargo warehouse, and these are being built. Once completed, they will strengthen the airline and create opportunities to provide services to other carriers as well.

Once these capacities are in place, Uganda Airlines can begin offering services such as handling, catering and technical support to other airlines, creating additional revenue streams and strengthening the wider aviation ecosystem.

The economic impact of an airline goes far beyond its own revenue. For every dollar earned by the airline, the wider ecosystem can generate several more through hotels, transport providers, baggage handlers, farmers and other suppliers. Aviation stimulates many sectors at once, and by demanding higher standards, it also encourages suppliers to improve their own capacity and quality.

What is your biggest contribution to the company as the new CEO?

My contribution is to build on the foundation already in place and help move the organization to the next level. I want to bring experience, strategic discipline and a broader sense of ambition, encouraging our people to look beyond day-to-day operations and see Uganda Airlines as a catalyst for national development.

I want our people to explore opportunities, take responsibility and understand that Uganda Airlines can play a much larger role in the country’s development. Creating that mindset is one of my most important responsibilities.

Looking ahead, what is your long-term outlook for Uganda Airlines, and what message would you share with Fortune readers about Uganda’s aviation and investment potential?

The Government remains committed to supporting the airline, and my responsibility is to prepare Uganda Airlines for sustainable long-term success. That means developing the next generation of leaders, strengthening internal capacity and ensuring that growth is built on sound systems, capable people and clear strategic priorities.

I see Uganda as a promising aviation market, and the signs are encouraging. Progress takes time and sustained investment, particularly in capacity, people, marketing and visibility. We must continue building the systems and awareness needed to position Uganda Airlines strongly in the market.

The latest aircraft acquisition opens up many possibilities beyond fleet expansion. Through our agreement with Boeing, we are also accessing training and capacity-building programmes, including pilot training and support for developing aviation skills in maintenance, management and operations. Over time, this will help strengthen the country’s aviation capability.

The wider impact is equally important. For every dollar generated by the airline, the broader economy benefits through hotels, transport services, airport handling, agriculture and other suppliers. Aviation creates demand across the economy and encourages local businesses to improve their quality and capacity.

For Uganda Airlines, the aim is to build as much of our own network as possible while cooperating with other airlines where we do not operate directly. Over time, this will support our ambition to make Entebbe a stronger hub within East Africa and the wider continent.

Although I initially came for a short period, my commitment is to help change the direction of the airline and leave it stronger than I found it. My mission is to build the right foundations and then hand over to leaders who can continue carrying that vision forward.

I would also like to see African aviation change. That has been a professional ambition throughout my career. Uganda Airlines has the potential to be part of that transformation, and my focus is on helping it grow into a stronger, more capable and more impactful national carrier.

Finally, there have been some significant developments for Uganda Airlines since we last spoke, particularly around the expansion of the fleet and the airline’s plans for the future. Could you tell us about the latest developments and what they mean for Uganda Airlines’ growth and ambitions?

One of the most significant recent developments is our partnership with Boeing and the acquisition of new aircraft. This marks an important step in the next phase of Uganda Airlines’ growth, giving us a platform to expand capacity, deepen our regional network and open more international and long-haul markets over time.

The Boeing 787-9 Dreamliners are particularly important for our long-haul ambitions, while the 737-MAX aircraft will strengthen our regional and intra-African network and support services to markets such as the Middle East and India. The aircraft will be delivered in stages, with the programme extending towards 2032/33, allowing us to grow in line with demand while developing the required infrastructure, skills and systems.

This is not simply about acquiring aircraft. It is about building the capacity of the national airline to support Uganda’s wider economic ambitions. As we grow the network, Uganda Airlines can play a greater role in facilitating intra-African trade, business and tourism, connecting people and markets, and making it easier for investors, businesses and visitors to reach Uganda while enabling Ugandan enterprises to access opportunities across the continent and beyond.

We see Uganda Airlines as an engine of growth for Uganda. Aviation connects directly into tourism, trade, investment, agriculture, manufacturing and services. By progressively building our capacity and opening new markets, we can contribute to Uganda’s broader economic transformation and strengthen Entebbe’s position as an important aviation hub for the region.

Our ambition is to build an airline that grows alongside the economy—expanding connectivity, opening markets and creating the air links Uganda needs to participate more effectively in regional and international commerce.