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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading

7 Questions with Theophilus Tsogbe Cromwell

helps you in your leadership.



Jonno White

7 Questions with Theophilus Tsogbe Cromwell

Name: Theophilus Tsogbe Cromwell

Current title: Investor Relation Manager

Current organisation: Asian-African Chamber of Commerce & Industry-Ghana Chapter

Theophilus is currently the Investor Relations Manager of Asian-African Chamber of Commerce & Industry – AACCI (Ghana Regional Chapter).
Responsible for leads generation, investor-investee matching, relationship building and client’s qualification.
Involved in business development of the chamber, utilization and portfolio quality management.
Plays an important role in matters regarding investment strategy, asset allocation and investment risk-returns analysis and management for member firms.
Theophilus also works as Global Support Liaison of Heritage Capital Management with coverage over four countries in three different continents.
Plays an important role in ensuring efficient inter-offices information sharing, exchange, interaction and interoperability.
He is the Head of Africa at AB Private Office, based in Swaziland.
He is the Business Development Executive of TheAfricanExporter Group.
Theophilus also worked in ‘Business Development’ capacity with Monarch Group (Africa
Region), a commercial real estate company based in Dubai with subsidiary branches
Russia, Ghana and India.
Theophilus is hardworking, dynamic and fast learning. These qualities make him a ‘wonder
kid’, a versatile team player and a great personality to work with.
He has expertise is brands marketing, business development, social media marketing, real estate brokerage, clients service, deal origination and sourcing, due diligence and
intelligence gathering.
He also has knowledge and experience in Information Technology (I.T) and
He is currently the local representative of Excellent Webworld-a US and India based IT

7 Questions with Theophilus Tsogbe Cromwell


1. What have you found most challenging as a CEO or executive of a large enterprise?

By far, the most common business challenge we face is related to growth. It is really difficult sometimes and keeps me worried about managing growth and growing predictably.

Secondly, I’m really concerned about hiring, employee engagement, accountability, leadership and performance management.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I started my dreams right from college.
I said to myself that I will create opportunities and businesses for myself instead of going out there to be employed.
I pushed myself with experience business minded people and tapped a lot of thoughts and ideas from them.
In a few months I began to speak very confidently, and I also created an international network for myself and that has really helped me become who I am now.

3. How do you structure your work days from waking up to going to sleep?

I made the calendar my friend and it was hugged very close to my bed so that I can easily see and remind myself of the various activities for the day.
I make sure I make good use of my time being spent in the office.

4. What's the most recent significant leadership lesson you've learned?

I have learnt that it is always good to be a leader rather than being a boss.
For the past years, I have learnt that it is good for me to take the first step as leader and encourage my employees to do so as well.
I have also learnt that I need to have a good relationship and communicate conduct with the employees.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Just Do Your Best.
Which talks about how you can take the lead as a leader to do your best to transform other employees.

6. How do you build leadership capacity in a large enterprise?

Get clarity on what is the best use of your time.
Recognize the talents and the value of each person on your team.
Make requests, not demands, so that you get employee input
Establish specific, measurable objectives together.
Empower employees to create their own solutions.
Share the power and resist the temptation to micromanage or take over.
Co-create an inspiring but attainable schedule.
Develop a collaborative reporting and feedback system
Keep a log of who, what and when you delegate for tracking purposes.
Celebrate achievements and relationships between team members.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

My meaningful story comes from being a great leader to empower my employees.

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