New Rufaro Marketing CEO unveils turnaround blueprint
Rufaro Marketing’s newly appointed chief executive officer, Ngoni Chimbalu (NC), says the Harare City Council-owned entity is embarking on a major transformation that will see it evolve from a traditional operator of municipal beer outlets into a modern real estate and property development business.
Fresh from his elevation from Finance Director to CEO, NC told our journalist Kudakwashe Chibvuri (KC) that his administration will prioritise tighter internal controls, performance-based management, rehabilitation of neglected municipal assets and the creation of new revenue streams through property development and public-private partnerships.
He also pledged to tackle long-standing lease disputes and strengthen accountability in line with Statutory Instrument 69 of 2026.
Below are excerpts of the interview
KC: Your transition from Finance Director to Chief Executive Officer comes at a time when many observers credit your leadership in the finance department for restoring accountability and stabilising the entity’s financial systems during a critical period. How does your intimate knowledge of the balance sheet inform your new mandate as CEO?
NC: A healthy balance sheet is the foundation of every successful organisation. My experience as Finance Director gave me a clear understanding of where every dollar comes from and how it is deployed.
As CEO, I am no longer focused solely on balancing the books. The objective now is to convert financial stability into operational excellence and sustainable value creation. Fiscal discipline, cost recovery and asset optimisation remain central to our strategy as we move from stabilisation to growth.
KC: You are assuming office at a time when local authorities and their strategic business units are under intense scrutiny, particularly following the introduction of Statutory Instrument 69 of 2026, which criminalises service delivery failures. What is the first quick win you intend to deliver?
NC: SI 69 is a welcome development because it reinforces accountability.
Our immediate priority is internal restructuring. We are aligning workflows with key performance indicators, strengthening performance monitoring and enforcing strict time management standards.
By ensuring our internal systems operate efficiently, we minimise compliance risks and create the foundation for improved service delivery and stronger revenue performance.
KC: Rufaro Marketing has previously been plagued by legal disputes with tenants and allegations of historical mismanagement. How do you intend to resolve these legacy issues?
NC: We are addressing these challenges transparently and decisively.
For years, weak lease records and unauthorised subletting resulted in revenue leakages. We are conducting a comprehensive audit of all lease agreements across our portfolio and modernising our leasing systems to improve accountability and prevent future irregularities.
We want to maintain fair relationships with tenants while safeguarding corporate assets and ensuring predictable revenue streams for municipal development.
KC: Given your experience within the organisation, what lessons have you drawn from Rufaro Marketing’s past challenges?
NC: One of the biggest lessons is that weak internal controls and poor record-keeping eventually undermine operational effectiveness.
My leadership philosophy is built around transparency, accountability and systems-driven management. We are moving away from person-dependent processes towards institutional systems supported by technology, audit trails and full statutory compliance.
KC: Rufaro Marketing is expected to contribute significantly to Harare City’s revenue basket. Beyond traditional revenue collection, what new business opportunities are you pursuing?
NC: Rufaro Marketing can no longer rely on the traditional beer hall model.
We are repositioning the company into a modern real estate and property development business. Through public-private partnerships, we intend to redevelop our land bank and existing properties into commercial centres, storage facilities, micro-retail hubs and integrated business complexes.
We are also expanding advertising opportunities by maximising the value of strategically located billboard sites.
KC: You have been credited with improving operational efficiency in the finance department. How do you intend to replicate that success across the organisation?
NC: Efficiency must become part of our culture.
We are breaking down departmental silos and improving communication between operations, finance and legal teams. We are also introducing data-driven performance management systems with measurable targets linked to productivity, response times and cost containment.
When everyone understands their responsibilities and how their work affects others, efficiency improves naturally.
KC: The rehabilitation of Rufaro Stadium has become one of the organisation’s biggest success stories. How will you balance profitability with social responsibility?
NC: Profitability and social responsibility complement each other.
The reopening of Rufaro Stadium demonstrated that restoring community assets stimulates economic activity. However, achieving full CAF compliance requires further investment in infrastructure such as floodlights, electronic turnstiles and improved seating.
Commercial partnerships and leasing arrangements are helping generate the resources needed to sustain these investments and ensure long-term maintenance.
KC: Beyond Rufaro Stadium, which other assets are earmarked for rehabilitation?
NC: Our focus extends to properties across Mbare, Highfield, Mufakose and Kambuzuma.
Many ageing community bars and commercial sites are being targeted for redevelopment into modern business centres that can accommodate retailers, entrepreneurs and essential services.
Our objective is to transform neglected municipal assets into vibrant economic hubs that directly benefit residents and restore public confidence in municipal institutions.
