Flight Captain Mike Mukula has weighed in on the unfolding developments at Uganda Airlines, arguing that the exit of chief executive officer Jenifer Bamuturaki, who stepped aside amid investigations into alleged mismanagement and corruption, will not on its own fix the airline’s long-standing challenges.
In a series of posts on X (formerly Twitter), Mukula said Uganda Airlines’ troubles stem from systemic weaknesses rather than the actions of a single individual, warning that replacing the CEO without reforming governance and policy frameworks would simply recycle failure.
“Firing the CEO of Uganda Airlines won’t fix anything. The real issue isn’t one person, it’s the system,” Mukula wrote.
“If policies, oversight, and incentives stay broken, the next CEO will just repeat the same story.”
Mukula, a trained pilot and long-time aviation sector commentator, said the airline requires a full policy reset, benchmarking against successful global carriers, and a governance system that rewards performance rather than position.
“You don’t fix a failing airline by changing the pilot. You fix the design,” he added.
Expanding on his argument, Mukula said Uganda Airlines can only succeed if it is run as a commercial airline rather than a political project.
He cited Ethiopian Airlines as a practical African model, pointing to its commercial autonomy, disciplined fleet planning, strong capitalisation, and professional management insulated from political interference.
According to Mukula, Uganda Airlines must be fully capitalised to avoid operating in survival mode and to support stable, long-term growth.
He also stressed the need for fleet discipline, arguing that the airline should operate no more than two aircraft types to reduce training, maintenance, and inventory costs while improving reliability and safety.
Mukula further emphasised the importance of building an in-house maintenance, repair, and overhaul (MRO) facility, saying it would lower operating costs, strengthen technical independence, and create future revenue opportunities by servicing third-party aircraft.
“Leadership matters most,” Mukula said, arguing that the airline needs a CEO with deep international airline experience, backed by a clear mandate and genuine authority to run the business commercially.
He added that the management team should comprise proven experts in marketing, flight operations, maintenance engineering, and financial control.
Mukula’s remarks come as Uganda Airlines enters a critical transition period following the departure of Bamuturaki, whose tenure ended amid investigations by the Criminal Investigations Directorate and the State House Anti-Corruption Unit.
Auditor-General reports have previously raised concerns over weak governance, lack of an approved staff structure, salary disparities, and rising losses at the airline.
President Museveni has since authorised the search for new leadership at the national carrier, with public debate intensifying over whether Uganda Airlines requires a leadership change, a governance overhaul, or both.
For Mukula, the answer is clear.
“If governance is right, people are right, and politics stay out, Uganda Airlines can become competitive, credible, and profitable,” he said.
