Desire Derekford Mugumisa, the newly elected Chairman of Heathens RFC, assumed leadership of Uganda’s most decorated rugby club following a closely contested election held on January 24th, and now carries the mandate to steer the club’s revival after a trophyless 2025 season.
A strategic communicator, seasoned sports administrator, and Senior Manager Corporate Affairs at Next Media, Mugumisa brings a blend of media insight and corporate discipline to the role.
In an exclusive interview with NBS Sport’s Oscar Diego Mujuni, he outlines his immediate strategy, core priorities and vision as he takes charge of the Kyadondo-based club.
Qn: You won a competitive ballot in the first contested chairmanship race. What experience do you take from the whole process?
This race was the perfect representation of who we are as Heathens – bigger than any single individual. People care deeply about their Club, and they want to be heard.
For me, it was a valuable reminder of the responsibility whoever leads this Club has, and just how much I need to lead it with respect, listen widely, and especially deliver. Elections ended Saturday, but unity and work started immediately.
Qn: You take office after a trophyless 2025. What specific changes do you intend to work on immediately to ensure Heathens return to title contention?
The trophyless season came at a time when I had already started planning and acting for where Heathens needs to go next. We used the full season to assess the squad properly, identify gaps, and begin early recruitment, which is why you’re seeing the new signing announcements now.
It also coincided with a necessary coaching transition, which I oversaw with the outgoing Executive Committee. We now have a new technical team, and a clear succession plan for continuity.
Most importantly, the coaches have already set a strong culture in the squad. Our job is to back that with structure and support, so we stop relying on luck and start relying on planning, week after week.
Qn: With the new signings being made, what performance targets do you set for the team this season across league, cup, and regional competitions?
Heathens is a club that competes to win every competition we enter. Signing top talent is an important start, but it’s only the start. We now have to monitor how the recruits settle, how they fit the system in training, and how that translates on matchday.
We also have real variables we must plan for, as the season unfolds. Some of our top players will earn international opportunities, and we have key players returning from injury, including Aaron Ofoyrwoth, Innocent Gwokto, and Edwin Byamugisha. Those factors affect selection, continuity, and timing.
That’s why I won’t throw random numbers in January. Our first step is to agree targets with the technical team based on the squad, fixtures, and conditioning plan, and then track those.
What I can guarantee is this: we are building to win, which is the expectation of our fans and the wider rugby fraternity, including our rivals. Our minimum expectation is to be in the conversation for trophies and to reach the business end of every competition.
Qn: Player welfare featured strongly in your campaign. What concrete systems do you intend to put in place?
Heathens is fortunate to sit under an umbrella of clubs that takes player welfare seriously. Our players already have confidence that medical care and injury management are handled properly, and we have performance-based support structures that help players meet their obligations consistently.
That said, some of these policies were designed years ago, and they no longer match Uganda’s current economic realities in the way they were intended. So our approach is to protect what works, formalise it, and update it.
Beyond corporate sponsors, we also see partnerships with entities we can give real value, and in return, they can logically support welfare, recovery, and performance.
We’ve already had initial conversations in that direction, and the stability from this election helps us move from talks to execution.
Qn: You spoke about higher income beyond gate collections. Which revenue streams do you think should take priority, and how do you intend to realise them?
Priority one is partnerships and sponsorship built on proof of delivery. Priority two is a stronger membership model. Priority three is matchday value and hospitality, because that drives both revenue and fan growth. We will package the club properly, deliver consistently, and report to partners so they see return.
Beyond that, we have unmaximised opportunities right in front of us. We can intentionally grow the number of Heathens fans who pay annual membership by making the value clear, pricing it for the Ugandan reality, and running a more disciplined renewal and retention system.
The same applies to merchandising, with better product choices, sensible pricing, and easier access for fans.
We also want to build repeat fans by improving the full experience. If someone interacts with Heathens at any touchpoint, matchday, online, or through community activities, they should have a reason to come back and to pay.
If we standardise execution on what already exists, income grows. Then we can go further, supporting players and key club personnel with structured opportunities that help them earn, while also building the club’s long-term sustainability.
Finally, we have a deliberate plan to recruit from social circles that Uganda rugby has not traditionally reached, so we build a bigger community around the club. In the long run, that community is not only support, it is also a revenue opportunity.
Heathens is a premium brand. If we tighten the product, the money follows.
Qn: After the elections, a call was made for a constitutional review. What areas need reform, and how do members take part in this process?
A constitutional review must be member-driven, but it also needs leadership and structure. My role is to guide the process, keep it fair, and ensure we don’t turn it into a document that suits individuals.
Good sports governance starts with one question: what must the club gain, and what rules and systems protect that, long after we are gone. That is how we secure sustainability.
So we will set up a small review committee, agree on clear timelines, open structured member consultations, receive proposals, and then vote on agreed amendments through the proper process. The goal is not change for change’s sake. It is stronger governance.
Qn: Your term runs for two years. What lasting impact do you want to leave? What do you intend to be remembered for?
I want to be remembered for leaving Heathens stronger than I found it, not just in trophies, but in how the club is run. A club with clear standards, a high-performance culture, and better support for players and the technical team, so we compete for titles every season.
Off the pitch, I want a bigger and more reliable fan community, stronger income beyond gate through partnerships, membership and merchandising, and a matchday experience that keeps people coming back.
I also want stronger governance: clear roles, clean processes, and regular reporting so members can trust and measure leadership.
In two years, if Heathens feels more modern, more stable, and more valuable, and if we are playing rugby that reflects the weight of this badge, then that is what I want to be remembered for.
