National program portfolio redesign
A national portfolio required clearer delivery models and stronger alignment with partners and youth beneficiaries ahead of the 2026 program cycle.
Challenge
Ambition existed. The operating model did not yet make that ambition sponsor-ready or internally governable at the quality the cycle demanded.
Approach
Led a structured redesign of how programs were packaged, governed, and communicated — improving market clarity, delivery readiness, and sponsor confidence.
Outcome
A more sponsor-ready portfolio that enabled deal closures, secured TZS 71.5M in sponsorship revenue, and established two high-visibility PR partnerships for 2026 implementation.