In this interview William Danquah, a co-founder and executive director of the We Care and Love Foundation, a Ghana-based organisation, who was recently honoured with the Transformational Leadership Award at the 2025 Iconic Brand Africa (TIBA) Awards which recognises and appreciates the contribution of various brands in their industry and the global economy. Danquah however speaks on how young African entrepreneurs and career professionals can leverage resilience to thrive in a demanding economy, his work, how leadership and vision drive innovation among others. REMI FEYISIPO brings the excerpts:
As a young entrepreneur and leader who has been facing and managing the challenges in the business world, how do you think African governments can assist small businesses to thrive and compete well in the global market?
Governments play a critical role in fostering an ecosystem that enables small businesses to thrive. Key interventions include creating access to finance through grants or low-interest loans, providing infrastructure that reduces operational costs, ensuring regulatory frameworks are clear and supportive, and promoting skill development for entrepreneurs in Ghana, for example, initiatives that improve access to affordable technology, market information, and business development services can empower local businesses to compete effectively. Additionally, governments can facilitate international market access by negotiating trade agreements, offering export incentives, and supporting digital platforms that connect small businesses to global consumers. For organisations like the We Care and Love Foundation, which
rely on partnerships and funding, a supportive policy environment enhances our ability to expand
services and implement impactful programs. By actively supporting innovation, capacity
building, and market competitiveness, governments can create a fertile environment where small businesses not only survive but flourish globally.
What are the right attributes or dispositions that inspire resilience in business and what have you been doing differently to thrive in your work and business?
Resilience in any organisation stems from adaptability, persistence, vision, and the ability to maintain focus under pressure. At the We Care and Love Foundation in Ghana, thriving has involved proactive planning, rigorous monitoring of initiatives, and embracing flexibility when circumstances change. We invest in capacity building for our team, encourage problem-solving, and celebrate small wins to maintain morale. Personal discipline, emotional intelligence, and a clear sense of purpose have been crucial in sustaining momentum. By fostering these qualities, the foundation has been able to withstand financial constraints, logistical challenges, and evolving community needs, ensuring that our mission continues to advance effectively while consistently delivering value to those we serve.
How would you describe the relationship between vision and leadership for budding entrepreneurs and how this vision-leadership dynamic play out for you in the early years of your career?
Vision and leadership are inseparable for anyone aspiring to make a meaningful impact. Vision provides the roadmap — it outlines where you want to go, why it matters, and the legacy you hope to create. Leadership is the engine that drives that vision forward, motivating others to embrace and contribute to it.
In the early years of building the We Care and Love Foundation, I realised that having a compelling vision alone was insufficient. I had to translate that vision into actionable strategies, set realistic goals, and build a team that shared my passion for social change. This meant identifying gaps in Ghanaian communities where support was lacking — be it in education,healthcare, or basic needs — and designing programmes to address them effectively. By communicating the purpose and potential impact of our work to volunteers, stakeholders, and local partners, I cultivated a sense of ownership and dedication. This combination of a clear vision and inclusive leadership helped the foundation gain credibility, attract partners, and expand its reach, ultimately laying the groundwork for the successes we celebrate today.
What do you do, and in your line of work, how do you demonstrate leadership?
I am a co-founder and executive director of the We Care and Love Foundation, a Ghana-based
organisation committed to improving the lives of the underprivileged across multiple dimensions — education, health, and basic needs. Operating primarily in underserved communities in Ghana, our foundation identifies key areas where intervention can create lasting social impact.
Leadership, in my perspective, is not merely about holding a title or directing operations; it is
about influencing others positively, setting clear goals, and inspiring commitment to a shared
mission. Over the years, I have demonstrated leadership by mobilising volunteers, forging
strategic partnerships with schools, local health centres, and community organisations, and
implementing programmes that address critical social challenges.
By fostering a culture of accountability, empathy, and community engagement, I ensure that our initiatives are not only impactful but also sustainable, empowering both the beneficiaries and the
volunteers who deliver these programs. My leadership approach emphasises listening,
adaptability, and consistency, which has enabled the foundation to grow and touch the lives of
hundreds of individuals and families across Ghana.
You were one of the recipients of the 2025 TIBA Awards. Which category of the awards were you given?
I was honoured to receive the Transformational Leadership Award at the 2025 TIBA Awards.
This recognition reflects the work we have been doing at the We Care and Love Foundation in Ghana to drive tangible social change through strategic leadership. I believe I merited this award because the foundation has consistently demonstrated innovation in its programmes, ensuring that resources reach those who need them most and that our interventions create measurable impact. More importantly, the award acknowledges the ability to inspire others — our volunteers, partners, and communities — to embrace a culture of service and resilience. For me, transformational leadership means going beyond administrative oversight. It is about motivating people, modelling integrity, and creating an environment where collective action leads to sustainable outcomes. This recognition serves as validation that a vision anchored in empathy, action, and accountability can resonate widely and create meaningful change in Ghanaian communities.
The theme of the 2025 TIBA Conference and Awards ceremony was ‘Thriving in business and career through innovation and resilience’. A great percentage of African businesses and organisations collapse or struggle to thrive a few years after they are founded. What do you think these businesses and their owners are not getting right in terms of innovation?
Many African businesses struggle to sustain growth because they often equate innovation merely with technology adoption or product development, neglecting the broader aspects of innovative
thinking. True innovation involves understanding market and community needs, continuously
adapting to changing environments, and creating value in ways that competitors cannot easily replicate. From my experience leading the foundation in Ghana, success requires listening to stakeholders, evaluating programme effectiveness, and iterating on approaches that maximise impact. Businesses that fail often lack strategic foresight. They ignore customer or community feedback or resist adapting to new realities, including economic shifts or societal changes. Moreover, innovation must be embedded in organisational culture, encouraging creativity, experimentation, and a willingness to learn from failure. Leaders must cultivate these attributes across their teams to ensure that innovation is not sporadic but sustained, strategic, and responsive to evolving challenges.
How would you link or relate personal branding to business success and sustainability and how can business owners develop unique personal brands?
Personal branding is about consistently communicating your values, vision, and competencies in ways that resonate with your audience. In the context of business and non-profit work, a strong personal brand enhances credibility, attracts partnerships, and establishes trust, all of which are critical for sustainability. For the We Care and Love Foundation, my personal brand as a leader committed to ethical service and impactful programmes reinforces the foundation’s reputation and inspires confidence among donors, volunteers, and beneficiaries in Ghana.
Business owners can develop unique personal brands by clearly defining their mission, demonstrating expertise, engaging authentically with their audience, and maintaining consistency in both actions and messaging. Personal branding is not just about visibility — it is about establishing a reputation that aligns with the core values and long-term objectives of your organisation.
What is your advice to young African entrepreneurs or career professionals seeking growth in an unstable economy and a fast-evolving corporate world?
My advice is to embrace a mindset of continuous learning, adaptability, and purpose-driven action. Entrepreneurs and professionals must remain vigilant to market trends, invest in skill development, and cultivate resilience in the face of uncertainty. Establishing strong networks, seeking mentorship, and leveraging innovation as a tool for problem-solving are essential strategies. Above all, grounding decisions in ethical practices, transparency, and social responsibility enhances long-term credibility and sustainability. In my experience leading the foundation in Ghana, maintaining a clear vision, setting measurable goals, and taking calculated risks have been key to driving impact and growth. Ultimately, thriving in an unstable economy requires courage, persistence, and the willingness to continuously evolve while staying true to one’s core mission and values.
