She also urges leaders to empower their teams and to embrace different management styles to succeed.

Ms Mary Katusiime Kamukama has more than 28 years of experience in finance and accountancy.
Having started her career as an accounts assistant, she is now the director of finance at Joint Medical Stores (JMS). Ms Katusiime’s career began with her academic journey at Makerere University, where she completed a Bachelor of Commerce degree. She later earned professional certifications from the Association of Chartered Certified Accountants and the Institute of Certified Public Accountants of Uganda, paving the way for her rise in the finance sector.

Progression in career
Ms Katusiime’s first job was at the New Vision as an accounts assistant. She progressed through various roles, including cashier and senior accountant from 1997 to 2003.
During her tenure, she was exposed to different departments such as finance, commercial printing, and advertising. This cross-functional exposure provided her with a foundation in accounting and business operations, laying the groundwork for her future success.
In 2004, Ms Katusiime switched to the medical sector, taking on the role of head of accounts at Joint Medical Stores.
After two years, she moved on to Joint Clinical Research Centre (JCRC) in 2007 as chief accountant, where she gained invaluable experience managing projects and teams. This period was critical in honing her leadership and decision-making skills, which would later propel her to higher management positions.
One of Ms Katusiime’s proudest achievements at JCRC was her work on The Regional Expansion of Antiretroviral Therapy (TREAT) Project. Funded with $50 million over five years, the initiative aimed at addressing the nation’s high prevalence of HIV rates in the mid-2000s by establishing satellite laboratories across the country.
“The major problem was diagnosis, so we set up satellite laboratories in Mbarara, Kabale, Fort Portal, Gulu, Mbale, and at the JCRC headquarters in Kampala. Seeing those labs still operational today gives me immense pride,” she explains.
During the project, Ms Katusiime not only managed financial resources but also played a dual role as a human resource (HR) leader when the position fell vacant.
“I recruited doctors, pharmacists, and laboratory technicians, balancing finance and HR responsibilities. It was daunting, but seeing the labs fully staffed and functional was rewarding,” she says.
JCRC opened new doors for Ms Katusiime when she served as the finance and administrative manager for one of the projects at the University Research Council (URC) for less than a year.

Learning to lead
In 2008, Ms Katusiime applied for the finance manager role at JMS and got the job, eventually becoming the director of finance in 2014.
As she rose through the ranks, she faced numerous challenges that tested her leadership skills, particularly adapting to change management. Having previously been head of accounts at JMS, she was used to a certain way of doing things and reporting to her boss.
However, as a manager and leader, she had to embrace different management styles and foster collaboration.
“I realised that as a manager, you cannot micromanage. You need to empower your team, give them the chance to make decisions, and trust them,” Katusiime says.
Her leadership journey was shaped by lessons from both her career and parenting.
“Parenting taught me patience and the importance of treating each person as an individual. Comparing people, whether children or colleagues, does not make sense. Everyone has their challenges and strengths, and I apply this perspective in leadership,” she explains.
Listening, a skill she honed as a parent, also played a key role in her leadership. “I found out that shouting did not work with my children — listening did,” she shares. This approach carried over into her professional life, where she learnt to listen to her team and offer guidance based on their unique needs and circumstances.

Managing little resources well
Ms Katusiime’s primary responsibility at JMS is to oversee the financial planning and strategy for the organisation. This involves ensuring that JMS has a robust financial sustainability strategy, creating budgets, and identifying funding sources.
One key factor Ms Katusiime attributes her success to, is resource allocation and accountability.
“When I put resources into something, I follow up to ensure there is no room for accountability failure. You must account for everything. This mindset has allowed us to achieve a lot with limited resources,” she shares.
For instance, when Ms Katusiime joined JMS in 2008, it operated solely from its head office in Kampala. She was part of the team that aimed to decentralise operations to increase healthcare accessibility across the country. Despite concerns about resources, she remained optimistic.
“We started small, building branches in Mbarara, Fort Portal, and Gulu. Accessibility cannot be achieved without proximity to the people,” Ms Katusiime notes.

Gender biases
While women have occupied leadership positions, Katusiime says gender biases still exist. However, she chooses to view them as opportunities rather than obstacles.
She recalls one instance where, despite being the most qualified candidate for a chief executive officer (CEO) position, she was passed over because of her gender.
“I was told that women are good at managing money, so I was offered the role of chief finance officer (CFO) instead,”she reflects.
Despite this setback, Ms Katusiime remained positive and accepted the role, recognising it as an opportunity to make a significant impact.
“I took it in good faith and I learnt that the path to success is not always linear. Sometimes, the journey is more important than the destination,” she says.
Ms Katusiiime also notes that self-doubt remains a significant barrier for many women as they often question themselves before they even start. She encourages women to draw confidence from the belief that they are capable of achieving anything.
“I draw my courage from the Bible, where it says that with God, all things are possible. I go forward with the mindset that I must do it,” she shares.

Learning from mistakes
Ms Katusiime’s path to the top has not been without mistakes. Early in her career, a miscalculated order led to a significant financial loss. This triggered a harsh reaction from her supervisor and a warning letter. Though hurt and frustrated, she chose to take responsibility and learn from the experience.
“That experience taught me to calm down, think before I act, and not let emotions drive my decisions. It also shaped how I handle my team today. I am more mindful of how my words and actions can impact others,” she reflects.
Despite her successes, Ms Katusiime admits that one area where she continues to struggle is in maintaining a work-life integration.
With her demanding position at JMS, she finds herself dedicating most of her time to work at the expense of her family and personal life. She recalls staying up late to complete reports and working early in the morning.
“I have struggled with time management. I think work takes up 90 percent of my time,” she shares.
With feedback from her loved ones, she has realised this challenge and has been working on it by reassessing her priorities.
“I have come to a point where I say, ‘You will never get me to open my laptop during family time,’” she shares with a smile.
She recalls a significant moment when her daughter was getting married. For the first time, she took two weeks off work to be fully present for her family. “It has never happened before,” she says. “But when it comes to my children, I just compromise and make it work.”
“I have been fortunate to have a partner who encourages me to pursue my career. This support, along with personal values and commitment to integrity, has been crucial to overcome the challenges of balancing work and family,” she adds.

Continual growth
Ms Katusiime’s journey to leadership is defined by a continuous pursuit of knowledge. She has embraced every opportunity to learn, enrolling in countless courses and skilling herself to stay ahead.
“Opportunities come to those who are prepared. You cannot position yourself as a leader without developing yourself first,” she emphasises.
She encourages young women aspiring to leadership roles to build their capacities proactively, reminding them that they must have a vision and be prepared to act to succeed. She adds that she mentors women looking to build careers in finance and leadership.
Ms Katusiime also stresses the importance of a support network, especially during difficult times. Her support system is twofold: one personal and spiritual, and the other professional.
“Having people who pray for me and a strong professional network, including mentors and coaches, has been invaluable in guiding me, especially in decision-making and communication,” Ms Katusiime says.

ON A LIGHTER NOTE…
One thing most people do not know about medicine?
Most people assume medicine is safe to use if it has not expired, but storage conditions like
heat and humidity can make it ineffective or even dangerous.

What is one trend you are excited about currently and are following?
I stay informed about global trends because they impact us. I am currently following political changes in the US since they have made future grants uncertain, but I remain hopeful.

What is your go-to productivity hack?
I prioritise urgent tasks and keep a detailed diary to stay organised and focused.

Dressing style: Bright and enthusiastic or formal?
Formal, because meetings can come up unexpectedly