Best Assurance Company Ltd: The Quiet Phoenix With a New Board, a Turnaround Captain, and Something to Prove

Founded two decades ago but largely invisible in the top-tier rankings, this indigenous non-life insurer has restructured its ownership, installed a new board chaired by Dr. Tony Aubynn, and placed a proven turnaround specialist, Robert Wugah, in the Managing Director‘s seat. The question is whether fresh leadership and governance can translate into market share and claims-paying scale.

Executive Introduction

In Ghana‘s insurance industry, public attention naturally gravitates toward the giants. Enterprise Insurance commands respect with its centenary legacy and AAA rating. Star Assurance grabs headlines with its rapid ascent to second place. Activa pays the most claims. Donewell dominates the affordable mass market.

And then there is Best Assurance Company Ltd—a company that has operated in the shadow of these titans for two decades, rarely appearing in the “Top 10” lists that circulate in the business press, yet quietly maintaining its license, its policyholders, and its presence.

All of that is changing. In late 2025 and early 2026, Best Assurance executed a fundamental restructuring. There was a change in shareholding, a reconstitution of the board of directors, and the appointment of a new Managing Director . This is not a cosmetic rebranding; it is an attempted resurrection.

The company has brought in heavy hitters. The board is now chaired by Dr. Tony Aubynn, the CEO of the Petroleum Hub Development Corporation (PHDC), a respected figure in Ghana‘s energy sector with deep experience in governance, risk management, and public-private partnerships . The Managing Director is Robert Wugah, a Chartered Insurer with over two decades of industry experience, who previously led a successful turnaround at Imperial General Assurance .

For industry analysts, corporate risk managers, and insurance brokers, Best Assurance represents a case study in institutional renewal. It is not the largest insurer. It is not the most technologically advanced. But it is an indigenous Ghanaian company with a clean slate, a capable executive team, and presumably the capital backing to execute a growth strategy.

This profile examines the company‘s founding, the 2025-2026 leadership and governance overhaul, the distinguished background of Board Chairman Dr. Tony Aubynn, the turnaround credentials of MD Robert Wugah, the non-life product portfolio, the investor backing from Ghana Amalgamated Trust, and the critical question: Can a restructured mid-tier insurer break into Ghana‘s concentrated non-life market, where the top five firms pay over two-thirds of all claims?

Company Overview

The Genesis: An Indigenous Insurer

Best Assurance Company Limited is an indigenous Ghanaian insurance company . The exact year of its founding is not detailed in available public records, but the company has been licensed by the National Insurance Commission (NIC) as a non-life insurer for a sustained period .

It is privately held, with the financing platform Ghana Amalgamated Trust (GAT) listed as an investor . GAT is a state-sponsored investment vehicle created to recapitalise struggling indigenous banks during the financial sector cleanup. Its presence as an investor suggests that Best Assurance, like several other mid-tier financial institutions, has undergone a capital reinforcement and ownership transition in recent years .

Ownership Status

The involvement of GAT is significant. It signals that the company has been recapitalised and is now under the ownership of an institutional investor with a mandate to support Ghanaian companies. This provides a more stable capital base than a purely family-owned structure.

The 2025-2026 Restructuring: A New Era

The most significant development in Best Assurance‘s recent history is the comprehensive restructuring of its board and executive leadership, effective from late 2025.

The Catalyst: Change in Shareholding

The restructuring was triggered by a change in shareholding . New investors have taken stakes in the company, and they have moved swiftly to install new governance and management.

The New Board of Directors (Announced January 2026):

The board is chaired by Dr. Anthony (Tony) Aubynn, the Chief Executive Officer of the Petroleum Hub Development Corporation (PHDC) .

Other board members include:

• Ms. Naomi Alabi – Non-Executive Director

• Mr. James Kwasi Ahiable – Non-Executive Director

• Mr. Kwabena Ofori Apeagyei – Non-Executive Director

• Prof. Chike Frankie Edozien – Non-Executive Director

• Mr. Kojo Dougan – Non-Executive Director

The board members contribute diverse expertise in business, finance, and academia .

The Executive Management Team:

Sources:

This is a substantial, professionalised leadership structure. Best Assurance is no longer being run as a small family office; it is being positioned as a corporate entity with governance rigour.

Leadership: The Power Duo

Dr. Tony Aubynn – Board Chairman

Dr. Aubynn is not a career insurance executive, and that is precisely the point. He brings a profile that is rare in Ghana‘s insurance boardrooms: deep experience in energy, extractives, public policy, corporate governance, and institutional development .

Current Role:

• Chief Executive Officer, Petroleum Hub Development Corporation (PHDC)

Previous High-Profile Roles:

• Extensive leadership experience in both public and private sectors

• Successfully led complex organisations and supervised large multidisciplinary teams

• Managed high-value national and commercial projects

Expertise Relevant to Insurance:

• Risk management

• Stakeholder engagement

• Policy-driven institutions

• Corporate governance reform

• Operational efficiency

Dr. Aubynn is widely recognised for his strong corporate governance credentials and his ability to drive institutional reform, operational efficiency, and sustainable growth. His leadership philosophy emphasises accountability, innovation, and customer-centric service delivery—pillars aligned with Best Assurance‘s strategic repositioning .

Strategic Vision:

Upon his appointment, Dr. Aubynn made a clear pledge:

“We will focus on building a strong insurance brand that responds rapidly to the needs of the insuring public.”

He added that the core mandate of the new board is to spearhead the company‘s growth trajectory, strengthen governance systems, and enhance market confidence .

Robert Wugah – Managing Director

Robert Wugah is the engine of the turnaround. He was appointed Managing Director effective 3rd November 2025 .

A Turnaround Specialist:

Wugah‘s most relevant credential is his recent performance at Imperial General Assurance, where he served as Managing Director. Under his leadership (from 2020), the company experienced:

• A turnaround in growth and profitability

• An increase in market share

• A critical restructuring exercise that injected renewed energy into operations

This is precisely the skill set that Best Assurance needs. Wugah has demonstrated that he can take a struggling or stagnant insurer and return it to profitability and growth.

Over Two Decades of Industry Experience:

Wugah‘s career spans the full spectrum of insurance operations:

• Underwriting

• Reinsurance

• Claims management

• Strategy formulation

• Innovation

• General management

Career Progression:

Professional Credentials:

• Chartered Insurer – Member of the Chartered Insurance Institute of Ghana (CIIG)

• Member – Chartered Insurance Institute, UK

• Executive Masters in Business Administration (EMBA) – University of Ghana Business School

• B.Ed. (Hons) – University of Cape Coast

• Certified – Oxford Executive Leadership Programme, University of Oxford, UK

Leadership Philosophy:

Wugah has emphasised that his leadership approach is anchored in strong stakeholder collaboration, involving the board, regulators, brokers, agents, customers, and staff. He has affirmed his commitment to positioning Best Assurance as a leading and preferred insurance brand in Ghana .

Kofi Lartey – Deputy Managing Director, Operations

Kofi Lartey serves as Deputy Managing Director in charge of Operations. He will oversee the day-to-day execution of the company‘s insurance operations, including underwriting, claims, and customer service .

Margaret Mutumira – Deputy Managing Director, Finance and Administration

Margaret Mutumira serves as Deputy Managing Director responsible for Finance and Administration. She will manage the company‘s financial reporting, capital management, and administrative functions .

Operations and Footprint

Headquarters:

Best Assurance is headquartered at 84 Boundary Road, East Legon, Accra, Ghana .

Primary Industry: Multi-line Insurance (Non-Life)

Other Industries: Commercial/Professional Insurance, Automotive Insurance

National Insurance Commission (NIC) License:

Best Assurance is licensed by the National Insurance Commission to transact non-life (general) insurance business only. The company does not underwrite life assurance.

Product Portfolio (NIC License Scope):

Key Operational Metrics:

Business Model: The Non-Life Generalist

Best Assurance is a non-life (general) insurance company. It does not underwrite life assurance, health insurance, or pensions. Its focus is on short-term risk protection for individuals and businesses.

Product Portfolio

The company offers a comprehensive suite of general insurance products across seven core categories :

1. Motor Insurance

Motor insurance is the volume driver for most non-life insurers in Ghana. Best Assurance offers standard motor products, though specific premium pricing is not publicly available.

2. Fire Insurance

Commercial and residential property protection against fire and allied perils. This is a key product for corporate clients and property owners.

3. Accident Insurance

Personal and group accident cover for injury, disability, or death resulting from accidents.

4. Engineering Insurance

Specialised cover for construction projects, contractors‘ risks, and machinery breakdown. This requires technical underwriting expertise.

5. Oil & Gas Insurance

A specialised line covering risks in the energy sector. This is a high-value, low-frequency segment dominated by insurers with strong reinsurance capacity. Best Assurance‘s inclusion of Oil & Gas in its license scope suggests an ambition to compete in this lucrative market .

6. Marine Insurance

Cargo and hull cover for goods in transit and vessels. Essential for importers, exporters, and logistics companies.

7. Bonds

Bid bonds, performance bonds, and retention bonds for contractors. This is a high-premium, low-claims segment that insurers with strong balance sheets can underwrite profitably.

Distribution Strategy

Best Assurance‘s distribution strategy is not detailed in available public sources. However, as a mid-tier non-life insurer, it likely relies on a combination of:

• Brokers and Agents – Independent intermediaries who sell policies on commission

• Direct Sales – Corporate and commercial clients served directly by the sales team

• Bancassurance Partnerships – Potential (though not confirmed) agreements with banks

The appointment of Robert Wugah, who has extensive experience in broker relations (from his time at Wapic), suggests that broker channel development will be a priority .

Revenue Model

As a non-life insurer, Best Assurance generates revenue from:

1. Gross Written Premiums (GWP) – Premiums collected from policyholders before reinsurance costs. The company‘s GWP is not publicly disclosed.

2. Investment Income – Returns on the “float“ (premiums held between collection and claims payment) invested in government securities, fixed deposits, and other low-risk instruments.

3. Reinsurance Commissions – Income from reinsurers when claims are lower than expected.

The Role of Ghana Amalgamated Trust (GAT)

GAT‘s presence as an investor is a critical piece of the Best Assurance story. GAT is a state-sponsored investment vehicle created to recapitalise struggling indigenous banks during the financial sector cleanup. Its mandate has since expanded to include supporting other strategic financial institutions.

For Best Assurance, GAT‘s investment provides:

• Capital reinforcement – Strengthening the company‘s solvency and claims-paying capacity

• Governance oversight – GAT typically requires board representation and performance milestones

• Credibility signal – GAT‘s involvement signals to regulators, reinsurers, and corporate clients that the company has been vetted

However, GAT‘s presence also raises questions about the company‘s prior financial health. Why did Best Assurance require recapitalisation? The company has not publicly disclosed its financial trajectory prior to the restructuring.

Market Position and Competition

Where Does Best Assurance Rank?

Best Assurance is not listed among Ghana‘s top non-life insurers by claims payout .

The 2024 National Insurance Commission (NIC) report, analysed by Accra Street Journal, lists the top non-life claims payers as :

Best Assurance does not appear in this top 10. This means its non-life claims payout is less than GHS 47 million, and likely significantly less. The top five insurers alone paid over 67% of all non-life claims in Ghana , demonstrating the extreme concentration of the market.

Best Assurance is therefore a lower-mid-tier or small-tier player by claims volume. Its market share is likely in the low single digits or lower.

The “Top 10 Insurers“ Lists (2025)

Several publications have published lists of Ghana‘s top insurers in 2025. Best Assurance is absent from these lists as well .

Sources:

This absence is not necessarily a condemnation. Many small and mid-tier insurers operate profitably without appearing in top 10 lists. However, it contextualises the scale of the challenge facing the new management team. Best Assurance is not competing with Activa and Star for the same corporate mandates; it is fighting for survival and relevance in a crowded field.

Competitive Landscape

Best Assurance sits at the lower end of the market, competing most directly with other small and mid-tier non-life insurers such as Phoenix Insurance and Priority Insurance.

Competitive Advantages

1. New Leadership With a Turnaround Track Record

Robert Wugah has done this before. He successfully turned around Imperial General Assurance, restoring growth and profitability . He brings proven crisis management and operational restructuring skills.

2. Strong Board Chairmanship

Dr. Tony Aubynn brings governance rigour, risk management expertise, and connections in Ghana‘s energy sector . His presence on the board will be valuable for winning Oil & Gas insurance mandates.

3. Investor Backing (GAT)

The involvement of Ghana Amalgamated Trust provides capital reinforcement and institutional credibility .

4. Clean Slate

The restructuring, including a change in shareholding, means that Best Assurance may have shed legacy liabilities, poorly performing legacy portfolios, or problematic underwriting practices from the past. The new management is not necessarily inheriting the problems of the old company.

5. Non-Life Focus

By focusing exclusively on general insurance, Best Assurance avoids the complexity and capital intensity of life assurance. It can concentrate its resources on a manageable product set.

Competitive Disadvantages

1. Very Low Claims Volume (Relative to Market Leaders)

The non-life market is concentrated. The top five insurers pay over two-thirds of all claims . For large corporate clients, claims-paying scale is a proxy for reliability. Best Assurance cannot yet compete on this metric.

2. Limited Brand Recognition

Best Assurance is not a household name. Enterprise, Star, SIC, and Hollard dominate public awareness. The company will need significant marketing investment to build brand equity.

3. Unknown Financials

The company has not publicly disclosed its financial statements or key metrics such as Gross Written Premium, Capital Adequacy Ratio, or claims ratio. This lack of transparency is a barrier to winning corporate clients who require detailed financial due diligence.

4. No Life License

Unlike group structures like GLICO or Enterprise Group, Best Assurance cannot cross-sell life insurance or health insurance to its general insurance clients. It is a one-product company.

5. Late to the Digital Game

While not impossible to catch up, Best Assurance has not publicly launched a digital platform or app comparable to Star‘s Pokuaa or Hollard‘s ChatInsure. It will need to invest in technology to compete for younger, tech-savvy customers.

6. The Restructuring Overhang

Restructurings are disruptive. A change in shareholding, board, and management in quick succession can lead to strategic drift, loss of institutional knowledge, and client uncertainty. The new team must prove that the transition has been smooth and that the company is stable.

Governance and Strategic Direction

The Board‘s Mandate

Dr. Tony Aubynn has been explicit about the board‘s mandate :

• Spearhead the growth trajectory of the company

• Strengthen governance systems

• Enhance market confidence

• Build a “strong insurance brand that responds rapidly to the needs of the insuring public“

The emphasis on speed and responsiveness is notable. The board recognises that the insurance industry suffers from a perception of slow claims processing. Best Assurance is positioning itself as the agile alternative.

The Managing Director‘s Mandate

Robert Wugah‘s responsibilities include :

• Providing strategic leadership

• Repositioning the company

• Leveraging the company‘s existing market equity

• Delivering market-driven products and services

• Protecting both retail and corporate clients

The phrase “leveraging the company‘s existing market equity“ suggests that the company has some residual brand value or customer relationships from its pre-restructuring days. Wugah‘s task is to rebuild on that foundation.

The TCF Principle

Best Assurance has committed to the Treating Customers Fairly (TCF) principle across all its operations . This is a regulatory expectation, but it is also a marketing promise. If the company can genuinely differentiate itself on customer treatment, it could build a loyal following in the SME and retail segments.

The Unanswered Questions

Despite the positive announcements, several critical questions remain unanswered:

1. What is the company‘s current Capital Adequacy Ratio (CAR)? Without this, it is impossible to assess solvency.

2. What is the company‘s Gross Written Premium (GWP)? This is the most basic measure of scale.

3. What is the company‘s claims ratio? Paying claims is the core function; the ratio of claims to premiums indicates underwriting discipline.

4. What is the company‘s financial history? Why was a change in shareholding necessary? Was the company facing a capital shortfall?

5. What is the company‘s employee count? A 200-person company has different operational capacity than a 50-person company.

Until these questions are answered publicly, analysts and corporate clients will view Best Assurance with caution.

Challenges and Risks

No analysis of a restructured mid-tier insurer is complete without acknowledging the headwinds.

Risk 1: The Scale Gap

Best Assurance is entering a market where the top five competitors pay over GHS 150 million in claims annually . To compete for large corporate mandates, the company needs to demonstrate that it has the capital and reinsurance capacity to pay claims of that magnitude. It currently cannot.

Risk 2: The Credibility Deficit

The company has not published financial statements, has not disclosed key metrics, and has not been ranked by GCR or any other rating agency. Corporate clients will hesitate to entrust their risks to an insurer that is a black box.

Risk 3: Leadership Transition Execution

Restructurings are high-risk periods. If the board and management team do not align quickly on strategy, if key staff leave, or if the new systems and processes are not implemented smoothly, the company could stumble before it gains momentum.

Risk 4: GAT‘s Exit Horizon

Ghana Amalgamated Trust is an investment vehicle, not a permanent owner. At some point, GAT will seek to exit its investment, potentially through a sale to another investor or through a listing. This creates uncertainty about the company‘s long-term ownership structure.

Risk 5: Economic Headwinds

• Inflation – Claims costs rising; premiums fixed.

• Cedi depreciation – Reinsurance costs in foreign currency increasing.

• Interest rates – Investment income fluctuating.

Risk 6: Competition from Established Brands

Even if Best Assurance executes perfectly, it is competing against insurers with decades of brand equity. Enterprise, SIC, and Hollard have relationships with brokers and corporate clients that cannot be easily displaced.

Risk 7: The Reinsurance Relationship

Best Assurance‘s ability to underwrite large risks (e.g., Oil & Gas, large property) depends on its reinsurance treaties. Without strong reinsurer relationships, the company‘s capacity is limited. New management must build or restore these relationships.

Risk 8: Employee Morale and Retention

Restructurings are unsettling for employees. If the new management team does not communicate effectively, key technical staff (underwriters, claims adjusters) may leave, taking institutional knowledge with them.

Economic and Industry Impact

Insurance Penetration in Ghana

Ghana‘s insurance penetration remains below 2% of GDP, far lower than the African average of 3% and South Africa‘s 11.54% . The market is underpenetrated, but it is also concentrated.

Best Assurance‘s restructuring does not immediately impact industry-wide metrics. However, if the company succeeds in its turnaround, it would provide a blueprint for other struggling mid-tier insurers.

Employment

Best Assurance‘s employee count is not publicly disclosed, but the appointment of a substantial executive team (MD, two Deputy MDs) suggests a workforce of at least 50-100 people. The company‘s continued operation preserves these jobs.

Financial Inclusion

As a general insurer, Best Assurance serves the mass market (motor insurance) and small businesses (fire, bonds, engineering). By remaining operational, it provides competition and consumer choice in a market dominated by a few large players.

The GAT Model

Ghana Amalgamated Trust‘s investment in Best Assurance is a case study in state-sponsored recapitalisation. If the turnaround succeeds, GAT‘s model could be replicated for other struggling financial institutions. If it fails, it would raise questions about the effectiveness of such interventions.

Future Outlook

As of May 2026, Best Assurance is in the early stages of a turnaround. The new board and management team were appointed in late 2025 and early 2026. It is too early to judge their success.

The Immediate Agenda (2026-2027)

1. Stabilising Operations – Ensuring that the restructuring does not disrupt day-to-day business.

2. Restoring Reinsurer Confidence – Securing adequate reinsurance capacity for 2026-2027.

3. Winning Back Brokers – Rebuilding relationships with independent brokers who may have defected during the uncertainty.

4. Selective Corporate Client Acquisition – Targeting SME and mid-corporate clients where Best Assurance can compete on price and service.

5. Investing in Technology – Launching a digital platform for quotes, purchases, and claims tracking.

6. Publishing Financials – Building transparency and trust by publishing audited financial statements.

The Bull Case (Optimistic)

• The Turnaround Takes Hold: Robert Wugah replicates his Imperial General Assurance success. Within 3 years, Best Assurance doubles its GWP and breaks into the top 15 non-life insurers.

• Oil & Gas Niche: Dr. Aubynn‘s energy sector connections help Best Assurance win specialised Oil & Gas insurance mandates, a high-premium segment.

• GAT Provides Patient Capital: The investor supports the turnaround with additional capital as needed, allowing Wugah to invest in technology and talent.

• Broker Loyalty: Independent brokers, frustrated with the slow claims processing of larger insurers, shift business to Best Assurance as the agile alternative.

• Profitability Achieved: Within 2 years, the company returns to consistent underwriting profitability, building retained earnings.

The Bear Case (Pessimistic)

• The Turnabout Fails: The restructuring is too disruptive. Key staff leave. Reinsurers reduce capacity. The company struggles to retain clients.

• GAT Exits Prematurely: The investor loses patience or requires capital for other priorities. GAT sells its stake at a discount, creating ownership instability.

• No Digital Investment: The company fails to launch a competitive digital platform. It becomes irrelevant to younger customers.

• Economic Downturn: Inflation and cedi depreciation make underwriting difficult. The company suffers underwriting losses, eroding the new capital.

• Claims Crisis: A large claim (or cluster of claims) exceeds the company‘s retained capacity. The delay in settlement damages the brand irreparably.

The Verdict

Best Assurance Company Ltd is not a success story—yet. It is a work in progress, a company that has acknowledged its past struggles and taken decisive action to restructure its ownership, board, and management.

The new leadership credentials are strong. Dr. Tony Aubynn brings governance rigour and energy sector connections . Robert Wugah brings a proven turnaround track record and deep technical expertise . The involvement of Ghana Amalgamated Trust provides capital backing and institutional credibility .

But the market is brutally concentrated. The top five non-life insurers pay over two-thirds of all claims . Best Assurance does not appear in any top 10 list . It is starting from a position of weakness, not strength.

For the company to succeed, it must:

1. Build transparency – Publish financials, disclose key metrics, and seek a GCR rating.

2. Invest in technology – Launch a digital platform that competes with the mid-tier leaders.

3. Win niche segments – Leverage Dr. Aubynn‘s energy sector expertise to capture Oil & Gas business.

4. Retain brokers – Offer competitive commissions and fast claims processing to win broker loyalty.

For now, Best Assurance is a company to watch, not yet a company to insure your factory with. The next 12-24 months will determine whether this phoenix can actually rise.

FAQ SECTION

1. Is Best Assurance a Ghanaian-owned insurance company?
Yes. Best Assurance Company Limited is an indigenous Ghanaian insurance company licensed by the National Insurance Commission .

2. Who is the Managing Director of Best Assurance?
The Managing Director is Robert Wugah, appointed effective 3rd November 2025. He is a Chartered Insurer with over two decades of experience and previously led a successful turnaround at Imperial General Assurance .

3. Who is the Board Chairman of Best Assurance?
The Board Chairman is Dr. Tony Aubynn, who is also the Chief Executive Officer of the Petroleum Hub Development Corporation (PHDC). He has extensive experience in energy, extractives, corporate governance, and public policy .

4. When was Best Assurance founded?
The exact year of founding is not publicly disclosed. However, the company has been licensed by the NIC as a non-life insurer for a sustained period and has recently undergone a change in shareholding and restructuring .

5. Who owns Best Assurance?
Best Assurance is a privately held company. The financing platform Ghana Amalgamated Trust (GAT) is listed as an investor. GAT is a state-sponsored vehicle created to recapitalise financial institutions .

6. What insurance products does Best Assurance offer?
Best Assurance is a non-life (general) insurer licensed to offer Motor, Fire, Accident, Engineering, Oil & Gas, Marine, and Bond insurance .

7. Is Best Assurance among the top insurers in Ghana?
No. Best Assurance does not appear in published top 10 lists of Ghana‘s non-life insurers by claims payout or market share .

8. Who are the other members of the executive management team?
The executive management team comprises Robert Wugah (Managing Director), Kofi Lartey (Deputy MD, Operations), and Margaret Mutumira (Deputy MD, Finance and Administration) .

9. Who are the other members of the Board of Directors?
Other board members include Ms. Naomi Alabi, Mr. James Kwasi Ahiable, Mr. Kwabena Ofori Apeagyei, Prof. Chike Frankie Edozien, and Mr. Kojo Dougan, all serving as Non-Executive Directors .

10. What is Best Assurance‘s headquarters address?
The company is headquartered at 84 Boundary Road, East Legon, Accra, Ghana .

11. Has Best Assurance undergone a restructuring recently?
Yes. In late 2025 and early 2026, the company underwent a change in shareholding, a reconstitution of the board of directors, and the appointment of a new Managing Director .

12. Where can I find Best Assurance‘s financial statements?
The company has not publicly disclosed its financial statements or key metrics such as Gross Written Premium, Capital Adequacy Ratio, or claims ratio in the available public sources .

QUICK FACTS BOX

Last Updated on May 6, 2026 by Samuel Kwame Boadu

Samuel Kwame Boadu

Samuel Kwame Boadu is a Ghanaian media entrepreneur and storyteller with a passion for amplifying urban voices and uncovering everyday truths. He is the Editor-in-Chief and Founder of Accra Street Journal, a dynamic digital platform dedicated to capturing the pulse of Ghana’s capital—its people, culture, challenges, business, sports and innovations.

accrastreetjournal.com/