Hello, I am Advocate Brownie Ebal
I am a legal Practitioner, Venture Capitalist and Philanthropist.
Welcome to my site.
I love life, travelling, food, beauty, the law, leadership and meeting people from diverse backgrounds. I hope to inspire each one of you with my various articles as I share from my experiences around our beautiful world.
I live in Kampala, Uganda.
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Article 58: Leading Through Change: Reimagining Legal Leadership in a Multigenerational Profession
On 15th July, the East Africa Law Society (EALS) hosted a regional webinar titled “Leading Through Change: Reimagining Legal Leadership in a Multigenerational Profession.” The session brought together a dynamic blend of seasoned legal minds, judicial officers, and young innovators across East Africa and the UK. The conversation explored how different generations in the legal profession can lead together in a rapidly evolving world shaped by technology, shifting work ethics, and global complexity.
As moderator of the session, I had the honor of introducing a distinguished panel and steering the conversation toward practical reflections and forward-thinking strategies. The webinar was not only timely but necessary, as it responded to the urgent need to bridge generational divides and prepare the legal profession for the future through innovation, inclusion, and mentorship.
Mr. Hammad Baig, barrister at 33 Bedford Row Chambers in the UK, delivered the keynote address under the theme “Leading Across Generations and Borders: The Future of Legal Leadership and the Rule of Law.” Drawing on over a decade of international litigation and arbitration experience, he offered a compelling view of legal leadership grounded in agility, purpose, and integrity. Hammad underscored the increasing complexity of the legal world—where different generations now work side by side in law firms, chambers, and institutions. He painted a vivid picture of a profession being reshaped by globalization, technological disruption, and heightened expectations for social responsibility. Through anecdotes drawn from high-stakes cross-border disputes, he emphasized that leadership today requires more than legal expertise—it demands cultural fluency, digital literacy, and emotional intelligence.
One of his most powerful examples involved a senior partner, himself, and a junior associate collaborating on a case involving 180,000 archived documents. It was the junior’s AI expertise and the senior partner’s intuition that cracked the case—a perfect example of intergenerational synergy. He challenged the profession to move beyond stereotypes and instead focus on shared aspirations like meaningful work, respect, and belonging. He strongly advocated for reverse mentorship—where younger legal professionals support senior colleagues in navigating new tools, platforms, and communication norms. Hammed’s message was clear: the future of legal leadership lies in our ability to lead collaboratively across age, borders, and belief systems, while remaining uncompromising on the rule of law. His charge to the profession was to be guardians of that rule, agile in change, purposeful in vision, and unshakable in integrity.
Following this, His Worship Faisal Umar, Deputy Registrar at the High Court of Uganda, built upon the keynote by focusing on mentorship, adaptability, and the skills needed to thrive in a diverse legal workforce. He unpacked the generational landscape, from Baby Boomers who remain active in leadership and private practice, to Gen X professionals occupying senior roles, to Millennials and Gen Z who are rising fast with fresh perspectives and digital fluency. He warned against “arrivalism” among younger lawyers, encouraging them to remain teachable and purposeful, while calling on senior lawyers to nurture—not dismiss—the ambition and creativity of emerging professionals.
His Worship highlighted Uganda’s strides in judicial digitization, including the rollout of the Electronic Court Case Management System (ECCMIS), noting similar advances in Kenya, Rwanda, and South Africa. These developments, he argued, demonstrate how legal leadership must evolve with technology. He spoke candidly about how Gen Z professionals consume and produce knowledge differently, often preferring AI tools and digital libraries over traditional textbooks. He stressed the importance of emotional intelligence, urging legal leaders to offer correction without condemnation and mentorship without ego. With Africa’s population now overwhelmingly under 35, he called for intergenerational equity and institutional mechanisms that prepare the next generation without sidelining the wisdom of the current one. He noted that the law is no longer solely defined by its tradition but by its responsiveness to the realities of a changing society—where disputes involve airspace, cryptocurrencies, and transnational commerce, and where client needs demand empathy, contextual understanding, and cross-cultural agility.
Advocate Angelista Nashon, Managing Partner at Africa Attorneys in Tanzania, delivered a practical and refreshing take on how law firms and legal institutions can foster cross-generational collaboration. Drawing from her own leadership experience managing a team that includes Gen X, Millennials, and Gen Z, she emphasized that the first step to bridging generational gaps is understanding what drives each group. She offered a breakdown: Baby Boomers are structured, value face-to-face engagement, and prize job security. Gen X are pragmatic and experienced but may be slower to adapt to fluid workspaces. Millennials are purpose-driven, collaborative, and tech-adaptive. Gen Z are fast-paced, digital-first, and thrive in flexibility.
In her firm, Angelista has institutionalized a “Teach Me Something New Today” session, where even the youngest intern has the opportunity to teach a senior lawyer something practical—be it an AI tool or a new way of doing things. This, she explained, breaks hierarchy, builds mutual respect, and unlocks learning in both directions. She also addressed common frustrations, such as younger lawyers being misinterpreted as disrespectful when trying to assert themselves. Her advice: learn who you’re talking to and adapt your communication accordingly. She acknowledged that each generation brings something essential to the table, and the key to effective leadership is fostering inclusivity, workplace flexibility, and cross-generational mentorship.
Rather than resist change, Angelista argued, the legal profession must embrace it—recognizing that digital tools, evolving client expectations, and social media engagement are not threats to tradition but opportunities for relevance. She concluded with a call to celebrate generational diversity and build cultures where every voice—whether seasoned or new—is heard, valued, and empowered to contribute.
Throughout the session, participants from across East Africa shared reflections, questions, and appreciation for the insights offered. The conversation made it clear that the future of legal leadership will not be defined by age or rank, but by collaboration, cultural intelligence, and ethical conviction.
By the end of the two-hour dialogue, the collective message was unmistakable: the legal profession in East Africa must lead through change—not by clinging to outdated models, but by reimagining leadership through mentorship, inclusivity, agility, and shared purpose. As professionals, our call is to build bridges, not silos—to prepare not just for the profession as it is, but for the world as it is becoming.
For more information, please watch full video: https://www.youtube.com/live/1DjR1E-On2c
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Article 57: Elevate: From Surface to Substance.
By Brownie Ebal.
I joined the Elevate Class expecting leadership training. What I did not anticipate was how deeply it would transform me—from the inside out. I came in ambitious and driven, but I left with clarity, purpose, and a sharper filter for what truly matters.
From Doing to Becoming
As a high-capacity, multi-talented individual, I was always on the move. But Elevate taught me that growth does not come from doing more—it comes from going deeper. I began to reflect on who I am, what I value, and how I show up in the world. It became less about performing and more about becoming. I learned that elevation requires presence, not just productivity.
The Discipline of Visibility
One of the most surprising lessons was how essential visibility is to growth. Not the superficial kind, but strategic visibility. Coach Pepe reminded us: “Do not be a spectator on LinkedIn.” Share your learning. Tell your story. Let people know you are evolving. If no one sees your value, it becomes difficult for the right doors to open. I learned to write and share insights at least three times a week—translating lessons from videos, books, and our sessions into teachable reflections. This was not just about building a following—it was about building influence.
The Power of Repetition
Initially, repetition felt monotonous—until Coach Pepe said: “Repetition is not boring. It is depth.” That mindset shift changed everything. Mastery is not built on novelty, but consistency. Every repeated principle became a brick in the foundation of who I am becoming. Coaching, as we came to understand, is not about inspiration but integration—making learning part of your rhythm until it becomes identity.
Letting Go to Step into Legacy
One of my biggest turning points was stepping down as CEO of Amari Voyages to focus on strategy, governance, and long-term impact. It was a hard decision, but the right one. I appointed Victoria Nakiyimba as CEO and embraced a Chair role that allows me to build systems, mentor intentionally, and lead strategically. Through this, I finally began living out what we learned: legacy is built when you release the need to control everything and instead focus on what truly multiplies your impact.
Trust, Strategy, and Silent Power
Elevate reminded me that trust is not built in words—it is built in consistent action. I have also learned to move with strategic silence. Not every idea needs a spotlight; some things thrive in stillness. I now speak less, listen more, and act with clarity. In a world that rewards noise, I have come to value depth, discernment, and deliberate power. Silent influence, I discovered, can be louder than performance.
Voice, Visibility, and Mentorship
Today, I mentor with intention. I support young professionals more fully and show up with purpose. I have been appointed Vice Chairperson of the Young Lawyers under the East African Law Society and am increasingly present in regional legal conversations. But I do not speak for attention—I speak for alignment. To share what uplifts others, to be visible in ways that are meaningful, not performative.
Walking the Talk One of my long-desired goals was to join Rotary. Through Elevate, I finally acted on it. I also got accepted into Journey to the Boardroom, a highly selective leadership program. These milestones were not just about achievement. They were signals of alignment—evidence that I was now acting in clarity, not just chasing motion.
Learning to Learn Differently
Our sessions were structured around in-person coaching, online engagements, books, videos, journaling, and reflection. We were taught to curate content, follow thought leaders, and create learning portfolios—even legal ones. Coach Pepe emphasized that learning does not end in a classroom. It continues through introspection, feedback, and courage. He introduced us to the “career allies” we all need: mentors, coaches, sponsors, pace-setters—and how to position ourselves for them to find us.
We also explored the seven places where opportunity hides: in reflection, curiosity, relationships, information, urgent needs, problems, and bold decisions. This reshaped how I approach my work and how I identify growth windows—especially in fast-evolving fields like law, ESG, and governance.
The Brutal Truths of Career Growth
Elevate did not shy away from hard truths. We tackled the brutal rules of career advancement: perception beats performance, real decisions happen behind closed doors, silence can be a strategy, and politics are unavoidable. It was confronting—but it was necessary. Understanding these dynamics has made me more aware, more strategic, and less emotionally invested in illusions.
Building Influence and Brand
Another powerful lesson was that influence is intentional. We dove into persuasion, negotiation, branding, and executive presence. I refined my fees, reshaped my communication style, and began to conduct brand audits. Every touchpoint—how I write, speak, show up—was reassessed. I added affiliations like the International Water Association (IWA) to my National Water and Sewerage Corporation (NWSC) posts, not for prestige, but for credibility. I began to build systems for teaching others, creating apprenticeships, and documenting my knowledge.
Purpose, Power, and Growth
I learned that the most critical career question is not “What do I want to do?”—but “What am I becoming?” We explored the hedgehog concept, the mirror of self-knowledge, and how to map out economic engines based on strengths and service. I confronted trade-offs and distractions. I reorganized my calendar, restructured my goals, and began to lead my life—not just my schedule.
What Elevate Gave Me:
Depth over distraction
Strategy over noise
Silence over oversharing
Purpose over performance
Alignment over applause
A Case for the Program
Elevate Your Career is not just a program—it is a pivot point. It demands clarity, sharpens focus, and calls you out of comfort into intentional growth. It does not entertain—it equips. If you are navigating transition, preparing for leadership, or rethinking your professional impact, Elevate offers a mirror, a map, and a method. And for those willing to do the inner work, it delivers lasting transformation.
I Am Not Just Graduating. I am Elevating.
Elevate did not just sharpen my skills. It helped me become. I now lead with clarity, live with intention, and contribute with purpose.
To Coach Pepe Minambo—thank you for demanding depth.
To my Elevate peers—thank you for your stories, laughter, and truth.
To my learning companion and childhood friend, Samantha Karuhanga—thanks for doing life with me. To many more adventures!
To the coaches, mentors, and surrogates—thank you for enabling me to fulfill my potential in your various capacities.
To myself—thank you for saying yes.
I am not just graduating. I am elevating.
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Article 56: Alternative Dispute Resolution in Intellectual Property Disputes: A Smart Path for Innovation Protection.
Written by Adv. Brownie Ebal and Victoria Nakiyimba.
On 22nd May 2025, the East Africa Law Society (EALS), through its Intellectual Property Committee, hosted a landmark webinar titled “ADR in IP Disputes: The Smart Way to Protect Innovation and Avoid Costly Litigation.” This event brought together seasoned legal minds, IP professionals, and young practitioners from across East Africa and beyond to unpack the growing relevance of Alternative Dispute Resolution (ADR) in navigating the increasingly complex world of intellectual property.
EALS, the premier regional Bar Association, is a leading force in promoting the rule of law and professional excellence in East Africa. Through initiatives like these, it continues to position the region as a hub for legal innovation and collaboration. The session was moderated by Ms. Brenda Imelda, Prosecution Counsel, Office of the Director of Public Prosecution, Kenya, who set the tone for the discussion by highlighting how innovation today moves faster than traditional litigation can manage. She stressed the importance of equipping young lawyers with tools that enable effective and efficient conflict resolution outside the courtroom.
Mr. Leandro Toscano, representing the World Intellectual Property Organization (WIPO) in Geneva, offered a comprehensive global perspective. He began by explaining why ADR is so critical for IP disputes: the field is highly specialized, often involves international parties, and demands confidentiality and speed. He noted that 70–75% of WIPO’s cases involve parties from different jurisdictions, a testament to the global nature of IP today. ADR, he explained, provides confidentiality, cost-effectiveness, and procedural flexibility—crucial in matters involving trade secrets and sensitive commercial information. Toscano also detailed WIPO’s partnerships in Africa, such as mediation programs in Kenya and Tanzania, and highlighted a shift from ADR being used only by multinationals to now including Small and Medium Enterprises (SMEs) and individuals. In response to questions from attendees, he clarified that WIPO’s mediation process is time-flexible, usually taking two to four months, and that mediator fees are agreed upon based on the complexity of the case—ensuring affordability and fairness. Toscano also addressed opportunities for young professionals, introducing the WIPO ADR Young Program;https://www.wipo.int/amc/en/center/wipoadryoung/index.html and sharing resources such as free workshops and essay competitions to help build careers in ADR. He emphasized that aspiring mediators should combine subject-matter knowledge with soft skills like conflict resolution and emotional intelligence, while arbitrators should develop strong analytical and drafting abilities.
Advocate William Kivuyo, a seasoned IP practitioner from Tanzania, offered an East African lens. He discussed recent legal reforms that have expanded ADR access in Tanzania since 2020, including the use of independent arbitration and mediation services conducted outside of the courtroom. While these changes are encouraging, he was frank about the persistent challenges. Many clients remain skeptical of ADR, sometimes viewing a lawyer’s suggestion to mediate as a sign of weakness. Legal practitioners themselves often resist ADR, preferring the courtroom’s adversarial nature. Kivuyo pointed to a lack of trained mediators, limited awareness among the public, and inadequate infrastructure as major barriers. He illustrated this by recalling a mediation center once proposed within a court premise—an idea that was rejected to maintain neutrality, yet highlighted the struggle to establish dedicated ADR spaces. About capacity building and opportunities, Kivuyo advised law students and young professionals to develop a mental bias toward ADR early in their careers. He encouraged them to pursue apprenticeships with active ADR practitioners, especially during school breaks, and emphasized that ADR—particularly arbitration—can be more financially rewarding and time-efficient than conventional litigation. He urged African legal institutions to modernize while also drawing on traditional dispute resolution values, fostering reconciliation and cooperation over confrontation.
Advocate Patroba Omwenga offered grounded, real-time insight into the realities of IP dispute management at the Kenya Industrial Property Institute (KIPI), where he serves as a legal officer. He explained that many disputes arise from trademark registration processes, particularly during the opposition phase. Here, legal expertise is critical to evaluating the legitimacy of claims while encouraging innovation. He highlighted the need for ADR in managing these disputes efficiently, especially among (Micro, Small and Medium Enterprises) MSMEs, who make up a large portion of trademark applicants. Patroba illustrated this with specific cases, such as the ‘Big Man Bazu’ trademark registered by media personality Willis Raburu—resulting in a successful infringement suit (Civil Suit 198 of 2023), in which Airtel Kenya was ordered to pay KES 6.5 million (Ksh 5 million in special damages and Ksh 1.5 million in general damages) and was permanently restrained from using the mark— and the high‑stakes Civil Appeal No. 338 of 2013, concerning the contested registration of ‘Basmati rice’ as a trademark/geographical indication between India and Pakistan. These cases, he noted, show how IP issues can even touch diplomatic nerves, making ADR not only useful but essential. Responding to questions, Patroba explained that ADR becomes more accessible when parties see benefits such as confidentiality, speed, and cost-effectiveness. He clarified that many trademarks, including names like “Bahati,” are registered not as plain words but as stylized logos or images, making them eligible for protection. He also emphasized the need to raise IP awareness in Kenya, noting that many creators lose out on rights and compensation simply because they do not register their innovations. He encouraged more aggressive public education and simplified access to IP registration as essential steps toward empowering creators and protecting innovation.
In conclusion, the webinar underscored the growing urgency and value of ADR in resolving IP disputes across East Africa. As innovation accelerates and legal systems strain to keep pace, ADR offers a more collaborative, timely, and accessible solution. With support from regional bar associations, reform-minded governments, and global institutions like WIPO, ADR is rapidly becoming not just an alternative, but the preferred method for navigating the complexities of intellectual property. The session called on legal professionals—especially the younger generation—to embrace ADR as a strategic, forward-thinking path that honors both legal rigor and innovative spirit.
For more information, please watch the video below:
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Article 55: Key practical take aways from the 15 Invaluable Laws of Growth.
Written by Adv. Brownie Ebal.
Personal growth is not accidental—it is intentional. Over the past few years, The 15 Invaluable Laws of Growth by John C. Maxwell has become more than just a book to me. It is a framework I keep returning to as I navigate my journey in the legal profession. Here are my key takeaways from the book, and how each one has shaped my mindset, strategy, and growth as a legal professional.
1. The Law of Intentionality – Growth Doesn’t Just Happen
In the legal field, advancement is never accidental. I’ve learned to be deliberate about my growth—seeking mentorship, training, and complex matters that stretch my abilities.
2. The Law of Awareness – You Must Know Yourself to Grow Yourself
Understanding my strengths—be it advocacy, analysis, or negotiation—and being honest about my gaps allows me to position myself strategically in any organization.
3. The Law of the Mirror – You Must See Value in Yourself to Add Value to Yourself
Confidence is everything, especially in high-stakes environments. I have learned to acknowledge my value so I can own the room, add meaningful input, and lead with presence.
4. The Law of Reflection – Learning to Pause Allows Growth to Catch Up with You
I now schedule time to reflect on cases, decisions, and even missteps. That reflection sharpens my judgment and builds the kind of maturity needed at higher levels.
5. The Law of Consistency – Motivation Gets You Going, Discipline Keeps You Growing
Motivation fluctuates. But discipline—showing up, delivering excellence, and staying committed—is what has helped me earn trust from partners and senior leadership.
6. The Law of Environment – Growth Thrives in Conducive Surroundings
I seek rooms where people challenge me, not just cheer for me. Growth has accelerated when I am around bold thinkers and seasoned professionals who push me beyond my comfort zone.
7. The Law of Design – To Maximize Growth, Develop Strategies
I approach my career like I would any complex legal issue—with a well-thought-out strategy. Goals, timelines, and mentorship structures keep me aligned and progressing.
8. The Law of Pain – Good Management of Bad Experiences Leads to Growth
Tough clients. Missed deadlines. Performance feedback. I have learned to turn every hard moment into a stepping stone—not a stumbling block.
9. The Law of the Ladder – Character Growth Determines the Height of Your Personal Growth
In law, your integrity is everything. Character determines who gets invited into trusted, strategic conversations—and who gets quietly sidelined.
10. The Law of the Rubber Band – Growth Stops When You Lose the Tension Between Where You Are and Where You Could Be
I have become addicted to that stretch between comfort and challenge. Staying stretched is how I have made leaps others hesitated to take.
11. The Law of Trade-Offs – You Have to Give Up to Grow Up
I have had to say no to short-term comforts—certain social events, easier roles, even some friendships—to say yes to long-term growth and leadership.
12. The Law of Curiosity – Growth Is Stimulated by Asking Why
Asking “why” has helped me challenge stale practices and bring fresh insight into the legal teams I work with. Curiosity is not a weakness—it is a career advantage.
13. The Law of Modeling – It is Hard to Improve When You Have No One but Yourself to Follow.
Watching and learning from women and men I admire has been instrumental. I do not just follow their steps—I study their mindset, strategy, and presence.
14. The Law of Expansion – Growth Always Increases Your Capacity
With each new challenge I take on, I realize: I can handle more. Growth has expanded my professional range, and now I’m ready for greater leadership responsibilities.
15. The Law of Contribution – Growing Yourself Enables You to Grow Others
The real joy comes when I help officers, junior associates, interns, or colleagues find their own stride. Growth isn’t just personal—it becomes legacy.
Growth is not a one-time event; it is a lifelong journey. These laws continue to challenge me, stretch me, and shape the leader I am becoming. If you are looking to grow with intention, I highly recommend not just reading Maxwell’s book—but living it.
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Article 54: Breaking Free from the Mid-Level Career Crisis.
Written by Adv. Brownie Ebal and Victoria Nakiyimba.
On 16th April 2025, during a compelling LinkedIn Live session, HR Consultant and Career Coach Pepe Minambo of Motivation Hub Limited shared thought-provoking insights on a topic many professionals face silently: The Mid-Level Job Crisis. Motivation Hub Limited is a leading coaching and training firm that equips professionals with tools for personal mastery, career growth, and leadership development. Their work empowers individuals to transform their mindset, communicate with impact, and lead with purpose. Learn more at: https://motivatorafrica.net/about-us
During the session, Minambo dissected the mid-career experience into four distinct categories—victims, survivors, navigators, and outliers—each representing a mindset and position that many find themselves in at different stages of their career.
Victims are those who stop growing without even realizing it. They show up, go through the motions, and wait for something external to change their path. Pepe highlighted this by recounting a story of a woman who worked for 30 years as a switchboard operator, only to receive a fridge as a retirement gift. It was a sobering reminder that neither the world nor your employer owes you anything. Growth must be self-driven. Some people, he noted, are victims not by choice, but by virtue of where they are or who they associate with.
Then there are the survivors—people who once showed immense promise, the ones who lit up interview rooms, impressed hiring panels, and started off with high expectations. But once inside the system, they faded into the background, unnoticed and unremarkable. They are not failures, but they are not fulfilled either. The promise simply fizzled out, and they end up contributing little to themselves or their organizations.
Navigators, on the other hand, do everything right on paper. They dress well, meet deadlines, are known by their bosses and clients, and stay on track. But still, they remain stuck. They seem to have everything figured out but do not progress. The issue? Attitude. It is not enough to be good; you must be intentional. You must challenge yourself beyond tasks. As Pepe emphasized, “Hire for attitude and train for skills.” Many navigators fail not because of lack of ability but because of an inability to lead their own growth.
Outliers are the rare ones who rise above. They read the company’s strategic plan. They think for themselves and for others. They are not limited by job descriptions. They make their bosses look good. They are not just workers; they are value creators. While only 15% of people think, and another 15% think they are thinking, outliers belong to neither—they are too busy acting on insight. They understand that success is not about doing more but about thinking better and leading from wherever they stand.
From these insights, the path out of stagnation becomes clear. Learn how to communicate effectively—your ideas, your intentions, and your value. Do not shy away from the politics of the office; understand the dynamics so you can move with wisdom. Make your boss look good—not in a manipulative way, but by stepping up, delivering consistently, and handling responsibilities that go beyond your role. Align your intelligence with your interests. Become someone your boss feels safe with, someone who lifts the team, not just themselves. Do not be afraid of greatness—some people were born great, yes, but others became great by daring to try. Life may twist and turn, but certain principles remain true. Follow them, and you will go further than most.
In conclusion, Pepe’s message was clear: where you start does not define where you end. Whether you are a victim, survivor, or navigator today, you can choose to become an outlier. It begins with how you think, how you act, and how you take ownership of your own growth. The mid-level crisis does not have to be your ceiling—it can be your turning point.
About Me
I love reading, writing, attending events, learning, leadership and meeting new people.
I hold a Masters Degree in International Law and I am passionate about life.
If you are interested in learning more about self discovery and becoming the best version of yourself.
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