By: Alhaji Seidu Agongo
History rarely gives a nation a second chance with a leader who returns to office with greater experience, deeper perspective and a renewed determination to leave a lasting legacy. I believe President John Dramani Mahama’s return to the presidency presents such an opportunity for Ghana.
Few democratic leaders have travelled the political journey he has—from vice president to president, from a defeated incumbent to opposition leader, and then back to the presidency through the ballot box. That journey has exposed him to both the privileges of power and the humbling lessons of political defeat.
As an entrepreneur who has experienced my own share of successes and setbacks, I understand the value of resilience. Challenges can become some of life’s greatest teachers. President Mahama’s political journey has similarly given him a perspective shaped not only by governing, but also by reflection, renewal and the experience of earning back the trust of voters.
Evidence of Resurgence
When I watch President Mahama engage world leaders, connect with ordinary Ghanaians and champion major national initiatives, I see a leader who understands both the possibilities and limitations of government.
His return to office, in my view, is therefore more than a political comeback. It is an opportunity for a leader with previous governing experience to apply the lessons of both office and opposition to the task of national development.
That perspective is beginning to emerge in the policy agenda taking shape since his inauguration in January 2025.
One example is the proposed Accra-Kumasi Expressway. For decades, Ghanaians have recognised the importance of a modern highway connecting the country’s two major economic centres. Yet the project has faced delays and uncertainty.
The reported progress on securing the right-of-way and mobilising financing marks an important step toward realising a project of considerable national significance.
For me, the broader significance goes beyond the road itself. Infrastructure is central to economic transformation. A modern highway can reduce travel times, improve logistics, connect businesses to markets and create opportunities along its corridor.
Roads do more than connect cities; they connect people to jobs, businesses to markets and communities to opportunity.
Mining: Capturing More Value at Home
Beyond infrastructure, the government’s reforms in the mining sector reflect an effort to increase Ghana’s participation in the value chain of its natural resources.
For years, concerns have been raised about the limited value Ghana captures from its mineral wealth, particularly in the artisanal and small-scale mining sector. The GoldBod framework is part of the government’s broader effort to formalise gold trading, strengthen oversight and retain more value within the economy.
Recent measures include arrangements for greater local gold purchasing and refining, while GoldBod has also introduced new pricing and compliance mechanisms. The Board has described these reforms as efforts to improve transparency, strengthen market integrity and increase value retention. ([GoldBod][2])
The move towards more responsive fiscal policies in the mining sector is also significant. The introduction of a sliding-scale royalty mechanism linked to international gold prices reflects an attempt to ensure that the country can benefit more when commodity prices rise while maintaining investment competitiveness when prices fall.
As a citizen and businessman, I have come to believe that good economic policy should not be framed as a choice between investors and citizens. The objective should be to create a framework in which investment, national interests and long-term development can reinforce one another.
Equally important is localisation.
Resource ownership today is about much more than what lies beneath the ground. It is about supply chains, technical expertise, technology, financing, processing and the capacity of local businesses to participate meaningfully in the industry.
Greater Ghanaian participation in mining and related industries can therefore help move the country from simply extracting resources towards building businesses and expertise around those resources.
GoldBod’s recent arrangements, including plans to increase domestic refining and retain more value locally, point in that direction.
Infrastructure and Connectivity
The government’s focus on strategic infrastructure also extends beyond roads.
Investment in airport infrastructure reflects the broader reality that connectivity is increasingly central to economic competitiveness. Countries seeking to become regional business, trade and tourism hubs must invest in transportation systems that can move people, goods and capital efficiently.
For Ghana, this has added significance given the country’s role as host of the Secretariat of the African Continental Free Trade Area.
Modern airports can serve as gateways to regional and international markets. Expanding and upgrading aviation infrastructure, therefore, has the potential to support trade, tourism, investment and regional integration.
Recent government plans, including the proposed new airport in Bolgatanga, have been presented as part of efforts to improve connectivity and stimulate economic activity.
The challenge, however, will be ensuring that such infrastructure investments translate into measurable economic activity, jobs and opportunities for Ghanaians.
Reforming State-Owned Enterprises
Another area that deserves attention is the reform of state-owned enterprises.
For too long, many public enterprises have struggled with inefficiency, weak governance and limited accountability. Instead of serving as engines of national development, some have become significant demands on public resources.
The renewed emphasis on performance, accountability and governance is therefore important.
Ghanaians deserve public institutions that create value rather than simply consume resources. State-owned enterprises should contribute to economic growth, support national priorities and deliver measurable benefits to citizens.
President Mahama has recently called on boards and chief executives of state-owned enterprises to uphold transparency, avoid conflicts of interest and focus on competence, integrity and performance. His administration has also taken steps to reconstitute governing boards of several state-owned enterprises and public institutions. ([The Presidency, Republic of Ghana][4])
Whether these reforms ultimately deliver the desired results will depend on consistent implementation, effective oversight and the willingness to hold public managers accountable for performance.
The Advantage of Experience
Perhaps the greatest potential advantage of President Mahama’s return lies in the experience he brings to governance.
Many leaders enter office with ambition and ideas. President Mahama has governed, lost power, served in opposition and returned to office through another electoral mandate. That experience provides lessons that cannot easily be acquired through advisers, reports or briefings.
Ghana is at an important point in its development journey. The country has significant natural resources, a young population, entrepreneurial talent and a long record of democratic governance.
The enduring challenge has been converting these advantages into sustained economic transformation.
The progress being pursued in infrastructure, mining, localisation and public-sector reform reflects an attempt to address some of these structural challenges.
But policy announcements alone will not transform Ghana. The real test will be execution.
Projects must be completed. Reforms must survive political cycles. Public institutions must perform. Local businesses must be given opportunities to grow. Investments must translate into productive capacity and decent jobs. And the benefits of economic growth must reach ordinary citizens.
The Role of Appointees
Ultimately, a president can only achieve so much without an effective team.
President Mahama’s appointees carry the responsibility of translating his vision into policies, programmes and measurable outcomes. Their performance will therefore be central to how this administration is remembered.
They must remain focused on delivery, resist complacency and ensure that public office is treated as a responsibility rather than a privilege.
For me, this is where Ghana’s second chance becomes particularly important.
President Mahama’s return provides an opportunity to draw on experience, correct past shortcomings and pursue reforms with greater clarity and determination.
History will ultimately judge his presidency not simply by his return to power, but by what he does with the opportunity that return has created.
Ghana has the resources, talent and potential to transform its economy. The question is whether the country can sustain the discipline, leadership and execution required to convert that potential into broad-based prosperity.
If this opportunity is matched by effective implementation, accountable leadership and a capable team, the years ahead could become an important chapter in Ghana’s development story.
The writer is a philanthropist and founder of the former Heritage Bank Ltd.
Source: www.thenewindependentonline.com