RSSB boss talks sports investment, future targets after Tigers’ BAL triumph

Last month, the RSSB Tigers made history by becoming the first Rwandan club to win the Basketball Africa League (BAL), defeating Angola’s Petro de Luanda in a highly contested final at BK Arena. The triumph capped a remarkable rise for a team that only recently entered the competition and thrust RSSB into the spotlight as a major player in Rwandan sport. In this interview, RSSB Chief Executive Officer Régis Rugemanshuro reflects on the title-winning campaign, the institution’s investment in the Tigers, and the long-term vision behind the project. Read the full interview below: Q: The RSSB Tigers became the first Rwandan team to win the BAL. What does this mean for RSSB as an institution? A: This achievement means a great deal for RSSB. At one level, it is a proud sporting moment for Rwanda, but at another level it validates RSSB’s approach as a long-term investor that looks beyond traditional sectors and seeks opportunities that can generate both economic and social value. RSSB exists to protect and grow the long-term interests of Rwandans. When we invested in Tigers, we saw an opportunity to contribute to the development of a sustainable sports industry while helping elevate Rwanda’s global profile. Winning the BAL demonstrates that Rwanda can not only host world-class sporting events but can also build championship-winning organizations. For RSSB, this is a reflection of what can happen when strong governance, professional management, long-term vision, and investment in talent come together. Q: You personally were there at almost all the games. You experienced the adrenaline. How would you sum up your experience? A: It was an incredible experience. As an investor and institutional leader, you are trained to focus on strategy, performance, and results. But sports have a unique ability to connect with people emotionally. Watching the team grow throughout the season, seeing the discipline of the players and coaching staff, and witnessing the passion of Rwandan fans was inspiring. Every game felt like a representation of something bigger than basketball—it was about national pride, belief, and showing that Rwanda can compete with the very best on the continent. The most rewarding moment was seeing the joy on the faces of the players, fans, and Rwandans everywhere after the final whistle. Those are moments that stay with you forever. Q: RSSB Tigers joined BAL after APR was barred from participating. There was only a short window for preparation. What work went into last-minute preparations behind the scenes to achieve this historic milestone? A: What people saw on the court was only a small part of the story. Behind the scenes, there was an enormous amount of work involving the club leadership, coaching staff, players, sponsors, and many stakeholders. The timeline was extremely compressed. We had to ensure the team had the resources, operational support, logistics, governance structures, and competitive roster necessary to compete at the highest level. What impressed me most was the professionalism and commitment shown by everyone involved. There was a shared belief that even with limited preparation time, we could build something special if we worked with urgency and focus. Ultimately, championships are won through preparation, culture, and execution. The foundation was laid very quickly, but it was built on commitment and trust from everyone involved. Q: Let’s now talk about RSSB’s decision to venture into the game. How did it come about? Tell us where it all started. A: Our investment philosophy is based on identifying sectors that have long-term growth potential and can contribute to national development while generating sustainable returns. Sports, particularly basketball, has been growing rapidly across Africa. Rwanda has positioned itself as a major destination for international sports events, including the BAL. We saw an opportunity to participate more directly in that ecosystem. The decision was not simply about owning a basketball team. It was about investing in a sports platform with the potential to create value through media rights, sponsorships, merchandising, talent development, fan engagement, and broader economic activity. When we evaluated the opportunity, we believed Tigers had a strong foundation and significant growth potential. That made it a compelling investment opportunity. Q: What arrangement did you make with Tigers? Did you fully acquire it? If not, what stake does RSSB hold in the team? A: RSSB acquired 100% ownership of Tigers because we believed in the long-term potential of the club and in the opportunity to build a world-class sports organization rooted in strong governance, professionalism, and sustainable growth. The decision was guided by our broader investment philosophy. We look for opportunities where we can create long-term value while contributing to national development. Tigers presented a unique opportunity to invest in a growing sports industry with significant potential for commercial expansion, talent development, and international visibility for Rwanda. Q: How does that investment structure affect the management of the team? What flexibility does it give you? A: The structure allows us to bring institutional discipline and governance while still preserving the competitive agility that sports organizations require. Success in sports requires professional decision-making, but it also requires speed, creativity, and flexibility. Our role is to establish strong governance frameworks, strategic direction, and accountability mechanisms while empowering management and basketball operations professionals to make the decisions they are best positioned to make. That balance is critical to building a successful sports organization. Q: Are you in this for the long term? A: Absolutely. We do not make investments based on short-term outcomes. We invest with a long-term horizon. Building a successful sports franchise takes time. It requires investment in talent, infrastructure, youth development, fan engagement, commercial partnerships, and organizational capabilities. Winning the BAL is a tremendous achievement, but we view it as the beginning rather than the destination. Our ambition is to build one of Africa’s premier basketball organizations for many years to come. Q: Will this investment pay off anytime soon? How do you hope to make your returns? A: Sports investments generally do not follow the same timeline as traditional investments. Building value takes time. Our objective is to create a sustainable business model around the club. Revenue opportunities include sponsorships, media rights, merchandising, ticketing, digital engagement, player development, and participation in continental competitions. More importantly, successful sports organizations become valuable intellectual property and entertainment brands. As the African sports industry matures, those assets can appreciate significantly. We are patient investors. Our focus is on building long-term value rather than seeking immediate returns. Q: Could institutions truly run clubs as purely business ventures, especially in Rwanda’s case? Is it realistic, or is it too early? A: I believe it is realistic, but it requires patience and professionalism. Historically, many sports clubs across Africa have relied heavily on benefactors or public support. That model has limitations. The future lies in treating sports organizations as professionally managed businesses with clear governance, strong commercial strategies, and sustainable revenue models. Rwanda is actually well positioned to lead this transition because we have demonstrated an ability to build institutions, attract investment, and create enabling environments for innovation. The ecosystem is still developing, so it will not happen overnight. But I believe the direction is clear, and RSSB Tigers can help demonstrate what is possible. Q: What next for RSSB Tigers? A: The championship is not the end of the journey; it is the beginning of a new chapter. Our focus now is to consolidate the gains we have made and continue building a world-class organization. That includes strengthening the club’s commercial operations, expanding its fan base, investing in player development, supporting youth basketball pathways, and ensuring we remain competitive both domestically and internationally. We want RSSB Tigers to become more than a successful basketball team. We want it to become a platform that inspires young people, contributes to Rwanda’s sports economy, and represents Rwanda with excellence across Africa and beyond. The goal is not simply to win once. The goal is to build a lasting institution that can compete consistently at the highest level. One additional point I would emphasize repeatedly during the interview is that RSSB invested in Tigers not as a sponsorship expense, but as a strategic investment in an emerging sports industry. That distinction is important because it aligns the story with RSSB’s fiduciary responsibility to contributors while positioning the BAL victory as proof that Rwanda can create valuable sports assets, not just support sports for social reasons. The best for RSSB Tigers, Rwandan Basketball, and Sports in general is yet come!