Institutional development of an Anti-Corruption Commission.
In Sierra Leone, addressing corruption is critical to securing long-term political stability and economic growth. Within this context, a significant contribution was made to the operational and institutional development of the country’s Anti-Corruption Commission (ACC). Acting as an interim director and advisor to the Commissioner, the primary focus was on establishing and leading the Intelligence and Internal Affairs Department—an essential unit designed to enhance the Commission’s investigative capabilities.
A key challenge involved recruiting a team that reflected Sierra Leone’s complex social fabric, bringing together individuals from diverse tribal, political, and religious backgrounds. Building trust within this team and ensuring operational cohesion required a deep understanding of the local socio-political landscape and the sensitivities that come with it. The strategic design of this department not only emphasized functional expertise but also inclusivity, which was vital for maintaining institutional credibility in a fragile post-conflict environment.
Primary areas for investigation were:
Political corruption
Theft of international aid and investment funds.
Blood diamond trade
Civil War (1991-2002): Rebel forces earned $125M yearly from blood diamonds. Pre-2003: 25% of diamonds traded illegally (now 5-10%).
Illegal Fishing
Illegal fishing costs $50M yearly, only $18M reaches GDP. Employs 500,000 (of 8M), 12% of economy, 80% of protein. 40% of industrial licences Chinese-owned, often corrupt.
The department’s remit extended into high-profile investigations targeting some of the most pressing challenges undermining governance and economic stability in Sierra Leone. These included major cases of political and public sector corruption, embezzlement of state resources, and illicit activities that extended beyond national borders. Specific issues addressed ranged from the illegal diamond trade—historically linked to conflict financing—to widespread child trafficking, illegal fishing practices that threatened food security, maritime piracy, and arms smuggling.
Each investigation required balancing operational effectiveness with strategic diplomacy, given the often-sensitive political implications. Intelligence collection involved both open-source data and covert operations, demanding rigorous internal governance to prevent interference and ensure accountability. In tackling these issues, the department often collaborated with regional and international partners, highlighting the transnational nature of many of these threats.
Beyond operational successes, the project focused on long-term institutional strengthening. Developing internal governance frameworks and fostering a culture of operational transparency were essential components of this work. These measures ensured that the department could sustain its investigative integrity over time, free from political influence.
This case highlights the critical role of strategic leadership in building institutions capable of withstanding political pressures and addressing complex, systemic challenges. The work undertaken with Sierra Leone’s ACC not only contributed to immediate anti-corruption efforts but also laid the groundwork for more robust, transparent governance structures capable of supporting the country’s broader development goals.
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