Dr Jibril Mohamed Ahmed, Founder of Sahan Investment Group, Inc.As founders, we often carry the torch. We ideate, we build, we sacrifice. But sometimes, true leadership means knowing when to pass that torch—not because you lack the fire, but because someone else can illuminate the path ahead more effectively.
In this week, during the second board meeting of Sahan Investment Group, Inc., I had to make a decision that I knew would shape our future. It wasn’t about my role, my title, or recognition. It was about doing what was best for the company we were trying to build.
Many expected I would step in as Managing Director. I’ve been deeply involved in our vision, our values, and our strategy. But I also understood a deeper truth: founding a company is not the same as being the best person to lead its operations from day one.
That’s why I chose to recommend someone else: Mr. Suunil Luhar.
Suunil is not just experienced—he’s battle-tested. A first-generation entrepreneur with 27 years of hands-on leadership across India, Germany, the USA, and the Gulf, he has built and scaled a multi-million-dollar EPC company, overseen teams of 150+ executives, and led construction projects involving 2,000+ workers, including a $22 million oil & gas project. His understanding of industries—from renewable energy and agritech to engineering, waste management, and chemical processing—makes him more than just an executive; he’s a strategist and builder.
In contrast, my strength lies in policy, vision setting, governance, and creating spaces for innovation to thrive—especially in frontier markets like Ethiopia. I’m proud of the role I’ve played in shaping Sahan’s foundation, and I remain committed as co-founder and board member to guide this company’s strategic future. But to lead a company that will deal with global capital, technical operations, and scaling across sectors, we need operational excellence from the outset.
Suunil brings precisely that. And more importantly, his approach is collaborative, humble, and aligned with our mission.
In many emerging markets, founders are expected to wear every hat. But this assumption often backfires. We need to normalize transitions rooted in competence over charisma, and structure over sentiment.
The board agreed. Mr. Luhar was appointed Managing Director. This was not a moment of stepping back, but of stepping aside—with full confidence that our company is stronger because of it. Governance isn’t just about frameworks—it’s about moments like this, where the right decision may feel unconventional, but is made with the future in mind.
Let this be Sahan’s legacy: that from day one, we chose sustainability over symbolism.
