Abdiwali Mohamud Warsame – Country Manager, Horn Petroleum

I can best define myself as part and parcel of SIMAD University because I grew up in this great institution. I joined SIMAD University in 2004 after graduating from secondary school. Since then, I have been part of SIMAD University, taking on different positions and roles for the past 20 years. I graduated from SIMAD in 2008 with a degree in Business Administration. Then, after a year, I pursued my Master’s degree in Public Administration at Kampala International University in Uganda. In June 2011, I returned to Somalia and SIMAD.

When I came back, my colleagues and I started the Economics and Social Science program at SIMAD from scratch. We developed the curriculum and everything else, even when there were no students enrolled in the new program. We convinced some students enrolled in other programs to join this new Economics and Social Science program. Alhamdulillah, we successfully established four classes—two full-time and two part-time—for both Economics and Public Administration.

I have worked at SIMAD in various positions within the academic sector. I became the Deputy Dean for the Faculty of Management Science and later the Deputy Director for the Center of Postgraduate Studies, another program my colleagues and I started from zero. It was the first time SIMAD University had a Center for Postgraduate Studies. We began without any prior experience to reference, and Alhamdulillah, SIMAD now has many graduates from that program. Most of them have gone on to obtain PhDs and are now teachers and administrators at SIMAD University.

Later, I became part of the university Senate and an assistant to the Deputy Rector of Academics for almost five years. I served as the Dean of the Faculty of Medicine, even though I am not a doctor, for a short time. Then, I became the Acting Dean of the Faculty of Management Science. Finally, I worked with the academic office. I worked at SIMAD for ten years until December 31, 2019, after which I left to join the private sector. I still work at SIMAD as a guest lecturer.

Currently, I am working with DAHABSHIIL, a large corporation in Somalia with a wide portfolio, including banking, finance, remittance, real estate, trade, and telecommunications. I joined as the Corporate Client Manager and Business Development Corporate Client Manager for the DAHABSHIIL Group. After working in different roles for almost two years, I was promoted to COO, focusing on the trade sector, particularly oil and energy. I am proud to have been a teacher for almost 14 to 15 years at SIMAD, and it remains my passion to lecture and engage with students.

Pioneering roles at SIMAD

The Faculty of Economics and Social Science that we created at that time has now grown significantly. It has become one of the largest faculties at SIMAD University. In fact, it has now split into two independent faculties: the Faculty of Economics and the Faculty of Social Science. The former rector, Dr Dahir Hassan Abdi, was the Deputy Rector for Institutional Development back then, and the rector at that time was His Excellency, Minister and MP, Abdurahman Odowaa.

When my colleague Abdulhamid and I returned from our studies, we were told that we were the only available resources for SIMAD University in that area. The university had been eagerly awaiting our return to help establish the new Faculty of Economics and Social Science. With the help of other academic staff and driven by our inspiration and appetite for the task, we successfully established the faculty.

I remember vividly that at the time, there were only two lecturers available for the Faculty of Social Science: Abdulhamid and myself. I was teaching almost 36 hours a week. It was hectic and very tough, but we gave it our best and achieved our goal. Today, as a guest lecturer, I teach three hours a week because the students we taught have since graduated, joined the university staff, and become faculty members. They were sponsored by SIMAD for further education, obtaining their master’s degrees and PhDs, and they have now returned to SIMAD University to take over the work. It feels like being a father watching his children grow up; now we are the elders, supervising and continuing to contribute to society.

I am very proud of the Faculty of Social Science and its members. The journey was not easy, but with commitment, a clear goal, and the support of the SIMAD family, we achieved it. The top management, including former rector Abdulrahman Odowaa and the former rector Dahir Hassan Abdi, played a crucial role in our success. They gave us the opportunity and the assignment to prove ourselves, and we proudly did so.

We replicated this success again when establishing the Center for Postgraduate Studies at SIMAD University. Based on our past achievements, the management entrusted me and my colleagues with this new assignment. The program initially began as a collaboration with the Open University of Malaysia for the MBA program. Dr. Ali Yassin, Dr. Mohamud Alasso, a few other staff members, and I were appointed to spearhead this initiative.

We rented a house not far from the campus, furnished it with chairs, tables, and computers, and put up a board with the name ‘Center for Postgraduate Studies for SIMAD University.’ We advertised through various channels, including Facebook, and successfully enrolled an extraordinary number of students. I still remember the first student I registered for; he worked with the UN and was part of the first batch for the Master of Business Administration at SIMAD.

This assignment started without a clear picture of what it would become, serving as a test, research, and case study. Today, the program has expanded significantly, offering a variety of postgraduate programs. I worked on this program for almost three years, guiding it through its first, second, and third graduations. Following this, I was promoted to the University Senate and into university management.

My experience in developing programs from scratch, both undergraduate and postgraduate, has been invaluable. Alhamdulillah, I possess institutional memory and am often referred to as the ‘Google’ for this part of SIMAD’s history. The opportunities and commitment given to me by the top management of SIMAD have shaped who I am today. Thanks to Allah first, and then to SIMAD’s top management, I have been able to contribute significantly to the university’s growth and success.

I also had a brief stint as the Dean of the Faculty of Medical Science. It was a critical period when my leadership was needed to stabilise the faculty. At that time, I was working in the academic office as the Academic Director and collaborating closely with the Deputy Rector of Academics. There was a crisis due to a change in the faculty’s management, and intervention was necessary to restore stability. The rector appointed me to normalise the situation, and I managed to stabilise the faculty without using force or coercion, relying instead on soft solutions and diplomacy.

Despite not having a medical background, I successfully brought in highly qualified doctors within a short time. This period in SIMAD’s history is notable because I became the dean of the School of Health Science without being a medical professional. My leadership and management skills were crucial during this time. I recruited the most talented doctors available in the city, many of whom are still with SIMAD’s Faculty of Medicine and its hospital. Colleagues often asked how I managed to attract such exceptional medical staff, jokingly calling me a doctor due to my close relationships with many in the medical field. Indeed, managing doctors can be challenging, but I was able to navigate this successfully.

Interestingly, my original ambition after finishing secondary school was to become a doctor. I had received admission to a medical program, but my friends and family convinced me to pursue management instead, recognizing my aptitude in that field. At the time, SIMAD University did not offer a medical program, so I enrolled in business administration. In 2014, ten years after I had enrolled in business administration, SIMAD finally started offering a medical program. If given another chance, I would consider enrolling in medicine.

Multifaceted Development

SIMAD University has evolved significantly in every aspect. The campus has transformed from bare earth to a well-developed site with interlocking paths and modern infrastructure. Initially, the university’s buildings were small, but now they boast numerous structures that reflect its growth. Throughout this development, student performance has consistently been high, and the quality of lecturers and management has improved tremendously.

In the early days, most lecturers at SIMAD were foreign, coming from India, Pakistan, Kenya, and Uganda. Local lecturers lacked experience and academic knowledge, which presented a challenge. Recognizing the need for sustainable development, SIMAD implemented a succession plan to prepare local academicians. This involved sending fresh graduates abroad for postgraduate studies to upgrade their knowledge and experience, ultimately earning master’s or PhD degrees. These graduates would then return to teach at SIMAD, ensuring a qualified and competent faculty.

Implementing this human capital development program required significant sacrifice. SIMAD established new rules and regulations to improve the quality of education for students. I recall, during my time in the academic office, we introduced the Institute of Modern Language, an English program designed to overcome the communication barriers students faced. Despite their knowledge and capabilities, many students struggled with English, which hindered their ability to express their ideas effectively.

The decision to initiate this institute was led by the former rector, and it faced resistance. Approximately 600 students left the university due to their reluctance to learn English as a foreign language. However, we did not compromise. We stuck to our plan, believing it was essential for the long-term success of our students. Today, the English program is one of the selection criteria for new students. When asked why they chose SIMAD, many cite the quality of the English institute as a key factor.

This success was only possible because the management was tough and strong in its convictions. The decision to prioritise English education, despite initial setbacks, has paid off, making it one of the university’s standout features. It is a testament to the resilience and forward-thinking approach that has characterised SIMAD University’s journey.

SIMAD University began its journey amidst significant instability in Somalia. The security situation was dire, with ongoing civil war and violence. The Ethiopian military invasion in 2006 and 2007 brought further conflict, leading to intense fighting along the main roads of Mogadishu. During this tumultuous period, I was a student at SIMAD, and I recall vividly how our classes were often interrupted by armed confrontations. There were instances when gunmen entered our classrooms, demanding our mobile phones and belongings. Yet, despite these disruptions, we remained resolute. We decided not to abandon our education, believing that persevering through these hardships was essential for our future success. This determination laid the foundation for SIMAD’s rise as a leading institution of quality education in Somalia.

Going back in Time

Reflecting on those challenging times, I remember being a student when the current president, Hassan Sheikh Mohamud, was the dean of SIMAD. It was hard to imagine back then that he would one day lead our nation. Even he probably didn’t foresee it at the time. His leadership was exceptional, and his tenure as dean spanned 11 years, during which he made a lasting impact on the institution. I still recall his orientation lecture, where he welcomed us to SIMAD and inspired us with his vision of the university as a place that transforms students into the best versions of themselves. Despite our limited understanding of English at the time, his passion and dedication motivated us to strive for excellence.

One memorable aspect of his leadership was his ability to connect with students. He often shared practical examples and real-life lessons during his lectures. On my first day, he addressed us in fluent English, which was rare for Somali lecturers then. His proficiency and confidence were inspiring, and it ignited our desire to learn English. He challenged us to think critically about our future aspirations. I remember him asking us to stand up and share our career goals. Some aspired to be politicians, CEOs, or civil servants. I, too, dreamed of becoming a manager, often practising my signature as if I were already in that role. His teachings and encouragement played a significant role in shaping our ambitions.

One lesson from Hassan Sheikh that has stayed with me over the years was about the importance of preparation. He used a simple yet profound analogy about ensuring there is water in the toilet before starting ‘your business’, emphasising the need for a feasibility study before embarking on any business venture. This principle of thorough preparation has guided me throughout my career. I still impart this wisdom to my students and colleagues, stressing the importance of being well-prepared before undertaking any significant endeavour.

SIMAD University has had a remarkable journey, producing leaders who have significantly impacted Somalia. Beyond Hassan Sheikh Mohamud, who became the first Somali president to be elected twice, the university has also seen alumni rise to prominent positions, including MPs and ministers. One notable example is Abdurahman Odowaa, a former rector who served as Somalia’s Minister of the Interior. The legacy of SIMAD’s leadership continues to inspire me, and I, too, aspire to one day serve my country at the highest level.

Through resilience, dedication, and a commitment to excellence, SIMAD University has transformed from a fledgling institution in a war-torn city to a beacon of hope and progress in Somalia. Its impact on education and leadership in the country is a testament to the vision and hard work of its founders, faculty, and students.

Moving to uncharted territories

My transition from academics to business is always a tricky question to answer, and many people have asked me about it. I spent nearly 11 years in academics and never personally applied for a job or submitted my CV. One day, a friend approached me, saying that this company was looking for someone with specific qualities. He was asked to help find a suitable candidate. He called me one afternoon and asked where I was. I told him I was at the main campus, and he suggested we meet in person. We met at a hotel, had tea, and he explained that the top management of his company had been searching for someone with a particular skill set. He had been thinking about it for the past three days, and the previous night, my name came to mind as the best fit.

He outlined the positions they needed to fill and asked if I could meet the managing director of the company. I agreed, and two days later, we met. We had a casual conversation and some jokes, and they asked if I would consider the position. They listed the roles and responsibilities, and I shared my background and experience. Later that night, the managing director called and offered me the job, saying they would send a formal letter.

I waited five days before signing the offer, during which I felt panicked and unsure. I wondered if I was really ready to leave SIMAD for an unfamiliar industry. I consulted my team, who encouraged me to embrace this new experience. They suggested that after spending ten years in academics, gaining five to six years of business experience would be beneficial before possibly venturing into politics. Their support helped me decide to accept the offer.

Alhamdulillah, the company welcomed me warmly. Within six months, they offered me two additional positions, seeking internal promotion. Initially, I refused, feeling overwhelmed by the new responsibilities. However, the company’s founder personally reached out, expressing the urgent need for my skills in a new portfolio focused on trade, connections, and trust. Reluctantly, I accepted, and now I work in the energy sector, specifically oil and related energies. I proudly consider myself a business executive.

The transition from academics to business revealed similarities between the two fields. In academics, I worked with management to develop the university and achieve excellence. The focus was on quality—quality students, quality curriculum, and overall academic excellence. In the business sector, the emphasis remains on quality, but it is intertwined with profitability. Balancing these two parameters is crucial. I have been with Dahabshiil for five years now, navigating this challenging yet rewarding landscape.

Looking to the future

I always say that I see myself as a flag bearer of SIMAD. SIMAD gave me the wings with which I’m flying high today. In its 25 years of history, SIMAD has contributed to society in ways that cannot be easily matched by other institutions in Somalia. The institution is growing vertically, and I believe SIMAD has impacted and contributed to every angle of society’s needs. We have contributed to management, technology and IT, economics, and the health sector. SIMAD is now focused on maintaining its excellence and the trust people have in it.

Looking ahead, after its 25th anniversary, I believe SIMAD will play a crucial role in transforming the public sector. While the private sector has advanced significantly, the public sector still lags behind. If SIMAD and its alumni can lift up public institutions, they will reach new heights, and SIMAD will be proud of their achievements.