The full account
THE ESTABLISHMENT, DEVELOPMENT, CHALLENGES, AND STRATEGIC EVOLUTION OF THE US–SOMALIA BUSINESS COUNCIL (USSBC)
An Institutional and Personal Account of Economic Diplomacy, Business Engagement, and Regional Investment Initiatives
01Executive Summary
The US–Somalia Business Council (USSBC) was established to address a significant gap in the relationship between the United States and Somalia: the limited development of structured commercial partnerships, private-sector cooperation, and U.S. foreign direct investment in Somalia.
Drawing on my years of experience in diplomatic engagement, international relations, and public service, I recognized that Somalia’s long-term stability required more than security operations and development assistance. Sustainable peace also depends on economic opportunity, employment, private-sector growth, and meaningful commercial relationships between Somali and American businesses.
I therefore took the initiative to establish USSBC as a platform for connecting government institutions, business leaders, chambers of commerce, entrepreneurs, and international partners. The organization began without dedicated institutional funding, sponsorship, or financial contributions from government institutions or private companies. I financed its initial establishment and subsequent activities through my personal savings and resources.
During its early development, USSBC organized a conference in Kismaayo, engaged the Jubaland State Government and the Federal Government of Somalia, pursued business activities associated with the United Nations General Assembly (UNGA) in New York, participated in U.S. trade-promotion initiatives in Dubai and Chicago, and conducted regional outreach in Kenya and Ethiopia. I also explored mining and mineral-sector opportunities in Tanzania and subsequently brought technical expertise to Somalia to assess its mineral potential.
These activities helped establish relationships with Somali businesses, American commercial stakeholders, government officials, and U.S. Embassy representatives. However, the organization faced significant obstacles, including limited funding, U.S. visa difficulties for Somali businesspeople, high international travel costs, political tensions between the Federal Government and Jubaland, complications in Somalia–Kenya relations, and broader regional instability.
As direct investment-promotion activities became increasingly difficult, I expanded USSBC’s contribution through research and analysis of regional political, security, and economic developments, sharing relevant findings with U.S. Embassy officials.
This report documents the origins, activities, challenges, and evolution of USSBC. It also explains the founding vision that economic diplomacy and private-sector engagement should complement security and development assistance in promoting Somalia’s long-term stability and prosperity.
02Background and Establishment of USSBC
The US–Somalia Business Council was established following years of experience in diplomatic engagement, international relations, and public service. Through this experience, I identified a significant gap in Somalia’s international partnerships.
While substantial resources were being directed toward security, counterterrorism, humanitarian assistance, and development programs, comparatively limited attention was being given to expanding commercial partnerships, attracting U.S. foreign direct investment, and building sustainable relationships between Somali and American businesses.
Having witnessed these challenges firsthand over many years, I came to recognize that defeating terrorism and achieving lasting stability in Somalia required more than security operations and development projects. Long-term peace also depends on economic opportunity, private-sector development, employment, investment, and the participation of Somali entrepreneurs in the global economy.
I therefore recognized the need for a dedicated institution that could bridge the gap between diplomatic engagement and economic cooperation. My vision was to create a platform through which U.S. and Somali businesses, government institutions, chambers of commerce, and other stakeholders could establish commercial relationships, identify investment opportunities, and promote bilateral trade.
This vision led to the establishment of USSBC, an initiative designed to strengthen commercial relations between the United States and Somalia and encourage greater American private-sector engagement in Somalia’s economic development.
I initiated the organization without initial funding, sponsorship, or institutional financial support. I personally committed my savings and resources to cover the costs of establishing and operating the organization.
My motivation was based on the conviction that economic diplomacy and private-sector engagement could make a meaningful contribution to Somalia’s recovery, stability, and long-term development. I believed that commercial relationships could create employment, expand economic opportunity, strengthen institutions, and help address some of the underlying conditions that contribute to instability.
03Initial Engagement with the Jubaland State Government
As part of the initial strategy, I sought the support and partnership of the Jubaland State Government, recognizing that government endorsement and institutional cooperation would be important to establishing USSBC’s credibility and advancing its objectives.
I traveled to Kismaayo to meet with the President of Jubaland and present the vision, mission, and objectives of the proposed organization. I also sought his endorsement and support for a launch conference that would bring together government officials, Somali business leaders, and American commercial representatives.
In parallel, I contacted a longtime friend in the United States and invited him to partner with USSBC and serve as its U.S. representative. He accepted the proposal, providing an important foundation for developing the organization’s transatlantic relationships and connecting Somali businesses with potential American partners.
To prepare for the organization’s initial activities, I rented office space, arranged accommodation and transportation, and mobilized volunteers to support its work. I also met with relevant government ministries and the Jubaland Chamber of Commerce to introduce USSBC, explain its objectives, and explore opportunities for collaboration.
These early activities required substantial personal commitment and financial expenditure. Nevertheless, I continued because I believed that a structured platform for U.S.–Somalia business engagement could help create opportunities that traditional diplomatic and development channels had not fully addressed.
04The First USSBC Conference in Kismaayo
Following the initial groundwork, I organized USSBC’s first conference in Kismaayo. The conference was designed to introduce the organization, promote commercial cooperation, and encourage direct engagement between Somali institutions and American business representatives.
The conference program included a keynote address by the President of Jubaland, participation by ministers from the Federal Government of Somalia and the Jubaland State Government, and representation from the Jubaland Chamber of Commerce. Businesses and companies based in Kismaayo and Mogadishu were also invited to participate.
Our American partner traveled from the United States to Somalia to attend and support the initiative. His participation was an important step toward demonstrating the potential for direct commercial engagement between American and Somali stakeholders.
Organizing his visit required significant personal financial expenditure. I covered substantial costs associated with travel, accommodation, and security arrangements. The requirements associated with his business-class airfare and subsequent changes to his return itinerary—routing him through Mogadishu and Nairobi to New York City rather than the initially considered route through Ankara, Turkey—added considerably to the overall expenses.
Although the conference was successfully held, the experience highlighted an important operational challenge: bringing American business representatives and delegations to Somalia requires considerable financial resources, careful logistical coordination, and realistic planning for travel and security.
Without dedicated institutional funding or external sponsorship, maintaining such engagements would be difficult. This lesson informed my subsequent efforts to build USSBC’s network and pursue opportunities through U.S. trade-promotion institutions and international business forums.
05Engagement with the Federal Government and Plans for the United Nations General Assembly
Following the Kismaayo conference, our delegation returned to Mogadishu, where we met with Prime Minister Hamza Abdi Barre and briefed him on USSBC’s mission, activities, and future plans.
During the meeting, I informed the Prime Minister of our intention to organize business-focused side sessions in New York alongside the United Nations General Assembly during the September–October period. The objective was to introduce Somali businesses to American and international stakeholders, promote investment opportunities, and facilitate commercial partnerships.
The Prime Minister welcomed the initiative and endorsed the proposed engagement. His support strengthened our efforts to position USSBC as a platform through which Somali enterprises could gain international exposure, establish business relationships, and explore opportunities for investment and trade.
Following this meeting, I mobilized Somali businesspeople and companies interested in participating in the proposed New York activities. Several companies expressed their willingness to join the delegation and began preparing to apply for U.S. visas.
These businesses represented the type of private-sector participation USSBC sought to encourage: Somali-owned enterprises willing to engage internationally, establish partnerships, and contribute to national economic growth.
However, visa-related challenges soon became a major obstacle. Most of the interested companies were small and medium-sized enterprises whose owners held Somali passports. Securing U.S. visas for the proposed delegation proved extremely difficult, despite the preparatory work already undertaken, the Prime Minister’s endorsement, and the businesses’ willingness to participate.
Ultimately, these difficulties prevented the business delegation from proceeding as originally envisioned.
The experience highlighted a structural barrier confronting Somali entrepreneurs seeking access to international markets. Even when genuine commercial interests, government support, and organizational preparation are present, visa restrictions and associated logistical challenges can prevent businesspeople from participating in international trade and investment forums.
06International Engagement and U.S. Trade-Promotion Initiatives
Despite the difficulties encountered in organizing the proposed UNGA delegation, I remained committed to advancing USSBC’s mission. During the UNGA period, I traveled to New York at my own expense to maintain momentum and continue developing relationships with American stakeholders.
While in New York, I met with my American partner and other officials and business professionals to discuss opportunities for strengthening U.S.–Somalia commercial relations and increasing Somali private-sector participation in international trade and investment initiatives.
Upon returning from this engagement, I briefed Martin, the Head of Economic and Commercial Affairs at the U.S. Embassy, on USSBC’s activities, progress, and operational challenges.
Martin provided valuable assistance and helped facilitate engagement with relevant U.S. trade-promotion initiatives. This engagement helped connect USSBC and Somali businesses with opportunities to meet American companies, learn about commercial products and services, and explore potential business partnerships.
6.1 U.S. Trade Show in Dubai
Subsequently, the U.S. Embassy invited USSBC to participate in a U.S. trade show in Dubai, United Arab Emirates.
I mobilized a delegation comprising a USSBC representative and four Somali companies. Their participation provided an opportunity to engage with American businesses, learn about available products and commercial opportunities, and explore possible areas of cooperation.
The participation of these companies represented an important step in translating USSBC’s objectives into practical business engagement. It demonstrated that Somali entrepreneurs were interested in developing commercial relationships with American companies when opportunities for direct engagement became available.
6.2 U.S. Trade Show and Business Engagement in Chicago
USSBC later received a second invitation connected to a U.S. trade show and business event in Chicago, Illinois, through U.S. trade-promotion channels, including an invitation from the U.S. Department of Agriculture to participate in a conference and trade show.
Given the difficulties associated with U.S. visa issuance, travel expenses, and the logistical requirements facing Somali companies, I decided that USSBC would participate through its representative rather than attempting to bring another delegation of Somali businesses.
I personally undertook the Chicago trip to maintain USSBC’s engagement with American trade-promotion institutions and commercial stakeholders.
This decision reflected the practical realities facing Somali entrepreneurs and the financial constraints under which USSBC was operating. Although the organization sought to facilitate participation by Somali companies, the cost and uncertainty associated with international travel made it difficult to sustain such delegations.
6.3 Personal Financial Commitment
Throughout these engagements, I continued to cover travel and related expenses from my personal savings. Neither the U.S. Embassy nor the Jubaland State Government provided financial contributions toward these trips.
My participation reflected my commitment to establishing practical business connections between Somali enterprises and American companies, despite the absence of dedicated institutional funding or external sponsorship.
These activities helped USSBC develop relationships with U.S. government trade-promotion institutions, American businesses, and Somali entrepreneurs. They also reinforced the importance of sustained institutional cooperation and financial support to enable Somali small and medium-sized enterprises to participate in international trade events and establish lasting commercial relationships.
07Regional Engagement with Somali Business Leaders and Government Officials
Following the initial launch activities and subsequent international engagements, I expanded USSBC’s outreach across the region.
I briefed relevant stakeholders on my plans to travel to Kenya and Ethiopia to meet Somali business leaders, introduce USSBC’s vision, and explore opportunities for cross-border commercial cooperation.
These engagements were not limited to a single visit. I undertook multiple trips to both countries, meeting Somali businesspeople and government officials to explain the organization’s objectives, identify potential partners, and discuss opportunities for strengthening trade and investment relationships.
The purpose of these visits was to build a broader network of Somali private-sector stakeholders who could contribute to USSBC’s mission. I sought to encourage business leaders to view international engagement not simply as a diplomatic exercise, but as a practical opportunity to develop partnerships, expand commercial activities, and access new markets.
These regional engagements also helped establish a foundation for future cooperation among Somali businesses operating in different countries and markets. They reinforced the importance of combining government engagement with direct outreach to entrepreneurs and companies that could translate institutional relationships into practical commercial opportunities.
As with my other activities, I financed these trips personally. I received no financial contributions from government institutions, the U.S. Embassy, or private sponsors to cover the associated travel and operational expenses.
08The Political Environment and the Relationship Between the Federal Government and Jubaland
During the initial phase of USSBC’s establishment, relations between the Federal Government of Somalia and the Jubaland State Government were relatively constructive, creating an environment in which cooperation among government institutions and private-sector stakeholders appeared possible.
Building on this environment, I organized an initial unification conference in Kenya, which was co-hosted by the Jubaland State Government. The conference represented an important effort to bring stakeholders together and promote dialogue and cooperation.
The constructive atmosphere at that stage provided an opportunity to advance USSBC’s broader objectives of strengthening economic relationships, encouraging collaboration, and creating space for Somali businesses to engage with international partners.
However, the political environment surrounding relations between the Federal Government and Jubaland subsequently became an important consideration for the organization’s work.
As political relations evolved, it became increasingly important to maintain USSBC’s identity as a business-oriented institution focused on economic cooperation, private-sector development, and commercial engagement.
My approach was to continue engaging relevant stakeholders and pursuing opportunities that could benefit Somali businesses, regardless of the political challenges affecting relations among government institutions.
USSBC’s underlying purpose remained the same: to build bridges between Somali and American businesses, encourage investment, and demonstrate that commercial cooperation could contribute to economic development and stability.
09Tanzania: Mining Exploration, Investment, and Knowledge Transfer
In addition to USSBC’s trade-promotion activities, I pursued opportunities in the mining and minerals sector as part of a broader effort to explore investment opportunities and develop practical knowledge that could eventually benefit Somalia.
During a business trip to Tanzania, I explored opportunities in the mining sector, including gold exploration. As part of this initiative, I invested personal resources in assembling a team of experts and workers to undertake preliminary mining-related activities.
The Tanzanian government provided land for the proposed mining operations, enabling the team to undertake work in the designated area.
This initiative was intended not only to explore potential commercial opportunities in gold mining, but also to develop practical experience, understand operational requirements, and learn from professionals with relevant technical expertise.
My broader objective was to acquire knowledge that could be applied to future opportunities in Somalia. I believed that understanding the practical requirements of mineral exploration, including technical assessment, workforce organization, and operational planning, could help inform the development of Somalia’s own mining and minerals sector.
Following the initial assessment and learning process in Tanzania, I brought an expert to Somalia to conduct an assessment of the country’s mining and mineral potential.
This initiative represented an effort to move beyond discussions of investment opportunities toward practical assessment and knowledge transfer. By gaining experience abroad and subsequently engaging technical expertise in Somalia, I sought to explore how lessons learned in another country could inform future mineral-sector development at home.
These activities were undertaken as part of my broader commitment to economic development, investment exploration, and the identification of sectors that could contribute to Somalia’s long-term economic growth.
They were also consistent with my belief that sustainable development requires private-sector initiative, technical knowledge, and the practical application of experience gained through international engagement.
10Continued Briefings and Self-Financed Engagement
Throughout these regional and international activities, I maintained communication with U.S. Embassy officials and returned to Somalia to brief them on USSBC’s progress, engagements, and initiatives.
These briefings provided opportunities to explain the organization’s activities, discuss the challenges facing Somali businesses, and share information about the relationships and opportunities being developed through our engagements in Kenya, Ethiopia, Tanzania, the United Arab Emirates, and the United States.
The work involved substantial personal financial commitments. I financed the trips and related operational activities through my personal savings, without financial contributions from the U.S. Embassy, the Jubaland State Government, or other government institutions or individual sponsors.
My decision to continue funding these activities personally reflected my conviction that USSBC addressed an important gap in Somalia’s economic engagement. I believed that, despite limited resources and significant practical challenges, it was necessary to establish the relationships, demonstrate the concept, and create a foundation upon which a more sustainable institution could eventually be built.
These efforts also demonstrated the financial limitations of relying on personal resources to sustain an organization intended to facilitate international business engagement.
While personal commitment enabled USSBC to begin its activities, long-term growth would require a more structured financial foundation, institutional partnerships, and sustainable mechanisms for supporting business delegations and commercial initiatives.
11Challenges and Setbacks: Political Ruptures, Regional Instability, and Financial Constraints
11.1 Sustaining USSBC Through Personal Financing
Despite the extensive work and activities undertaken by USSBC, the organization operated without dedicated institutional funding or financial contributions from the Federal Government of Somalia, the Jubaland State Government, Somali businesses, or the U.S. Embassy.
Although the Embassy supported engagement with relevant trade-promotion initiatives, it did not have a dedicated budget to finance USSBC’s activities.
Consequently, I continued to establish, operate, and finance USSBC through my personal savings and resources. I made these commitments with the expectation that, as the organization developed its network, demonstrated its value, and established relationships with government institutions and private-sector stakeholders, financial support and sustainable funding opportunities would eventually emerge.
My approach was based on the belief that an organization must first demonstrate its purpose, establish credibility, and build practical relationships before it can attract long-term institutional and financial support.
I therefore continued investing my own resources in conferences, international travel, business outreach, investment exploration, and engagement with American and Somali stakeholders.
However, the anticipated financial support did not materialize at the level required to sustain and expand the organization’s activities. The absence of dedicated funding remained a persistent operational challenge, limiting USSBC’s ability to organize business delegations, maintain international engagements, and support Somali companies seeking access to American and other international markets.
11.2 The Political Rupture Between the Federal Government and Jubaland
A major setback occurred when relations between the Federal Government of Somalia and the Jubaland State Government deteriorated.
This political rupture directly affected USSBC because Jubaland had been an important partner during the organization’s establishment and early activities, including its initial conference in Kismaayo and other engagement initiatives.
At the outset, I expected the disagreement between the two levels of government to be temporary and anticipated that relations would eventually normalize. On that assumption, I continued pursuing USSBC’s objectives while expecting the political environment to improve.
Unfortunately, the disagreement persisted for much longer than anticipated, and the relationship remained strained. This prolonged political impasse created an increasingly difficult environment for an organization whose mission depended on cooperation among government institutions, business communities, and international partners.
The deterioration in relations complicated USSBC’s ability to maintain the momentum established during its early engagement with Jubaland and the Federal Government. It also illustrated a broader institutional challenge: business initiatives that depend on cooperation across different levels of government can become vulnerable when political disagreements undermine that cooperation.
For USSBC, the setback was particularly significant because its founding vision was to promote economic engagement beyond political divisions.
The organization sought to establish practical relationships between Somali and American businesses, encourage investment, and create opportunities for private-sector development. However, the worsening political environment made it more difficult to maintain the institutional cooperation needed to advance these objectives.
11.3 Deteriorating Somalia–Kenya Relations and Restrictions on Movement
The challenges were compounded by tensions in Somalia–Kenya relations.
During this period, Kenya’s political positioning in relation to the Jubaland leadership, particularly Ahmed Mohamed Islam Madobe, became an additional source of difficulty for individuals and stakeholders associated with Somalia’s Federal Government.
My understanding was that these political disagreements contributed to heightened scrutiny and restrictions affecting certain Somali officials and individuals seeking to enter Kenya, including people associated with the Office of the Prime Minister and other federal government institutions.
These circumstances created further complications for regional engagement, particularly where business initiatives depended on travel, meetings, and cooperation among Somali stakeholders operating across borders.
Kenya had been an important destination for USSBC’s regional outreach. I had undertaken multiple trips to meet Somali business leaders, engage government officials, and introduce the organization’s vision for expanding commercial cooperation.
Any deterioration in cross-border relations therefore risked affecting not only official engagement but also the practical ability of entrepreneurs and institutional representatives to meet and develop business partnerships.
This experience highlighted the extent to which regional business cooperation can be affected by political disputes that extend beyond the immediate commercial sector. Restrictions on movement, uncertainty surrounding official engagement, and deteriorating diplomatic relations can complicate the organization of meetings, discourage participation, and increase the costs and risks associated with regional business activities.
11.4 Regional Conflicts and the Investment Environment
The political and security challenges affecting Somalia were part of a broader pattern of instability across the Horn of Africa and neighboring regions.
These conditions complicated USSBC’s efforts to encourage American companies to consider investment opportunities in Somalia and the wider region.
In Somalia, political disagreements, persistent security concerns, and uncertainty surrounding institutional cooperation continued to influence perceptions of investment risk. Although the country offers potential opportunities in sectors such as agriculture, fisheries, energy, infrastructure, telecommunications, and mineral resources, American companies require confidence in the operating environment, the predictability of government engagement, and the feasibility of managing commercial and security risks.
Ethiopia also experienced major conflict and instability, particularly during the war involving the Federal Government of Ethiopia and the Tigray People's Liberation Front (TPLF). The conflict caused extensive destruction, displacement, and economic disruption, reinforcing concerns about the security and predictability of investment in parts of the region.
Developments involving Ethiopia, Eritrea, and other regional actors have also contributed to broader geopolitical uncertainty. As regional relationships and political alignments continue to evolve, tensions involving Ethiopia, Eritrea, and neighboring countries can complicate cross-border commerce, regional integration, and the assessment of investment opportunities.
Beyond the Horn of Africa, the war in Sudan and the continuing political and security crisis in South Sudan have further complicated the regional environment.
Together with instability in Somalia and conflict-related uncertainty in Ethiopia, these developments have created a challenging setting for American and other international companies considering long-term investment.
From USSBC’s perspective, these conditions were significant because the organization was not simply seeking to promote individual business transactions. Its broader objective was to encourage American companies to explore opportunities, develop partnerships, and consider sustained engagement in Somalia and the surrounding region.
Companies assessing such opportunities must consider political stability, security, regulatory predictability, access to markets, infrastructure, and the ability to operate over the long term. Regional conflict and diplomatic tensions can increase perceived risk, raise operating costs, complicate logistics, and delay investment decisions.
Consequently, the combination of Somalia’s domestic political challenges and wider regional instability made it more difficult to persuade American companies to commit resources to new commercial ventures.
These challenges were beyond USSBC’s direct control, yet they had a material bearing on the environment in which the organization sought to operate.
11.5 The Impact on USSBC’s Mission and Operations
The combination of limited funding, political disagreements, regional travel complications, and broader security concerns significantly affected USSBC’s operational environment.
The organization had already demonstrated its ability to convene stakeholders, organize conferences, engage government officials, participate in trade-promotion events, and explore investment opportunities.
However, sustaining and expanding these activities required a level of institutional support and financial capacity that was not available.
At the same time, political uncertainty made it increasingly difficult to maintain continuity in relationships and encourage American companies to consider Somalia as a viable destination for investment. Even where commercial opportunities existed, the broader operating environment often required companies to exercise caution or postpone decisions.
These setbacks reinforced an important lesson from USSBC’s experience: establishing a business council and generating initial interest are only the first steps in building sustainable commercial relations.
Long-term success also depends on a predictable political environment, functioning institutional partnerships, adequate financial resources, reliable regional access, and sustained engagement from businesses willing to invest.
Despite these obstacles, I remained committed to USSBC’s broader purpose. Rather than abandoning the organization’s mission when conventional business-promotion activities became more difficult, I sought to identify additional ways in which USSBC could contribute to U.S.–Somalia relations and support a better understanding of the region.
11.6 Expanding USSBC’s Role Through Research and Regional Analysis
As American companies became increasingly cautious about investing in Somalia and the surrounding region, I recognized that USSBC could continue to provide value beyond organizing conferences, facilitating business delegations, and promoting direct commercial engagement.
The organization’s regional experience, government contacts, business networks, and ongoing engagement with political and economic developments provided a foundation for research and analysis relevant to American stakeholders.
I therefore expanded USSBC’s practical engagement by conducting research and analysis on regional political, security, and economic developments and sharing relevant findings with U.S. Embassy officials through briefings and other forms of communication.
This work focused on helping stakeholders understand the wider context in which American companies would be expected to operate. It included consideration of political developments, regional relationships, security challenges, cross-border dynamics, and the potential implications of instability for trade, investment, and commercial cooperation.
Through these efforts, USSBC continued to contribute to its relationship with U.S. Embassy officials even when immediate opportunities for bringing American companies to Somalia were limited.
The research and briefings provided another means of communicating regional developments, explaining challenges affecting the business environment, and identifying issues that could influence future U.S. commercial engagement.
This evolution did not replace USSBC’s original mission of promoting trade and investment. Rather, it reflected a practical adaptation to changing circumstances.
By combining business-promotion efforts with regional research and analysis, USSBC could continue contributing to informed engagement, even when political and security conditions made direct investment promotion more difficult.
The experience also reinforced the importance of understanding the relationship between political stability and economic opportunity. For American businesses to invest confidently, they need not only information about commercial opportunities but also a realistic understanding of the political, institutional, and security conditions that may affect their operations.
USSBC’s research and analytical engagement therefore became an additional dimension of its contribution to U.S.–Somalia relations: maintaining communication, sharing contextual knowledge, and helping stakeholders better understand developments affecting the region.
11.7 Reflection on the Challenges and the Way Forward
The challenges encountered by USSBC demonstrate the difficulties of building an institution designed to promote international business relations in a politically sensitive and financially constrained environment.
I established and sustained the organization through personal commitment and self-financing, expecting that demonstrated progress would eventually attract institutional support and create a sustainable financial foundation.
However, the prolonged rupture between the Federal Government and Jubaland, complications in Somalia–Kenya relations, regional conflicts, and the reluctance of American companies to assume additional investment risks all created setbacks that were difficult to overcome through individual initiative alone.
Nevertheless, these challenges did not invalidate the original vision. They underscored the continuing need for an institution capable of connecting Somali businesses with American commercial partners, encouraging investment, providing reliable contextual analysis, and maintaining relationships across political and institutional boundaries.
The experience also demonstrated that USSBC’s long-term sustainability will require a more structured institutional model, diversified funding, stronger private-sector participation, and partnerships that can withstand political changes.
It will also require realistic expectations about the time needed to build investor confidence in environments affected by conflict and uncertainty.
My continued efforts to sustain USSBC reflected the belief that economic engagement remains important even when immediate commercial opportunities are constrained. Research, analysis, relationship-building, and the identification of future investment opportunities can help preserve institutional knowledge and maintain the foundations for renewed business engagement when conditions improve.
Ultimately, USSBC’s experience has reinforced my conviction that economic diplomacy requires patience, resilience, and adaptation. Although political and regional challenges have limited the organization’s ability to achieve all its initial ambitions, the work undertaken has helped establish relationships, deepen understanding of the regional environment, and maintain a platform through which U.S.–Somalia business cooperation can continue to be pursued.
The central lesson is that sustainable economic partnerships cannot depend on personal financing and individual initiative indefinitely. They require an enabling political environment, reliable institutional cooperation, credible information, sustained private-sector participation, and the financial resources necessary to translate a shared vision into lasting commercial outcomes.
12Lessons Learned and the Foundation for Future Growth
The establishment and development of USSBC demonstrated both the potential and the practical challenges of promoting U.S.–Somalia business relations.
From establishing the organization and securing engagement with the Jubaland State Government to organizing the Kismaayo conference, meeting with the Federal Government, pursuing opportunities associated with the UNGA, participating in U.S. trade-promotion events, and undertaking regional business and mining-sector initiatives, each step required personal commitment, financial resources, and sustained engagement.
Several important lessons emerged from this experience.
First, economic diplomacy must complement security and development assistance. Security operations and development programs remain important, but sustainable stability also requires commercial opportunity, job creation, investment, and stronger private-sector institutions.
Second, Somali businesses need practical access to international markets. Many entrepreneurs are willing to establish international partnerships and participate in trade events, but visa restrictions, travel costs, and logistical challenges can prevent them from accessing these opportunities.
Third, business engagement requires institutional and financial support. Organizing conferences, facilitating delegations, maintaining international relationships, and exploring investment opportunities cannot depend indefinitely on the personal savings of one individual. Sustainable progress requires structured partnerships, adequate funding, and a clear institutional framework.
Fourth, regional and international engagement can generate valuable commercial and technical knowledge. The activities undertaken in Kenya, Ethiopia, Tanzania, the United Arab Emirates, and the United States helped expand USSBC’s network and provided opportunities to explore trade, investment, and technical cooperation. The mining-sector initiative in Tanzania also highlighted the potential value of practical learning and knowledge transfer in identifying opportunities for Somalia.
Fifth, political stability and regional cooperation are important to investor confidence. Political disagreements, diplomatic tensions, security concerns, and regional conflicts can disrupt business relationships and discourage investment, even where genuine commercial opportunities exist.
Sixth, research and analysis can preserve value when direct business promotion becomes difficult. By briefing U.S. Embassy officials and sharing analysis of regional developments, USSBC continued contributing to informed engagement and maintained its relevance during periods when political and security conditions constrained commercial activities.
Finally, sustained cooperation among government institutions, chambers of commerce, entrepreneurs, and international partners is essential. Meaningful economic cooperation requires multiple stakeholders and a commitment to translating diplomatic engagement into practical commercial outcomes.
Despite the financial, logistical, political, and visa-related challenges encountered, the groundwork laid in Kismaayo and Mogadishu, together with subsequent engagements in New York, Kenya, Ethiopia, Tanzania, Dubai, and Chicago, established an important foundation for USSBC’s future development.
These efforts demonstrated the willingness of Somali businesses to engage with American and international partners and highlighted the potential for greater cooperation between government institutions and the private sector.
13USSBC’s Founding Vision and Long-Term Purpose
USSBC was founded not merely as a business organization, but as a practical initiative to bridge the gap between diplomatic engagement and economic cooperation.
Its founding vision was to create a platform through which American companies could explore opportunities in Somalia, Somali enterprises could establish relationships with international markets, and public- and private-sector stakeholders could work together to promote trade, investment, and economic development.
The organization was established on the conviction that private-sector development can contribute meaningfully to employment, economic growth, institutional resilience, and long-term stability in Somalia.
The experience of building USSBC from the ground up, without initial institutional funding or external sponsorship, reflected my personal commitment to this vision.
Through conferences, government briefings, regional business outreach, U.S. trade-promotion initiatives, investment exploration, and research and analysis, I sought to demonstrate that economic engagement could become a practical component of Somalia’s broader development and stabilization efforts.
The next stage of USSBC’s development would require building on this initial groundwork through stronger institutional partnerships, sustainable financing, broader business participation, and a structured approach to facilitating trade and investment.
It would also benefit from a research and analysis function that helps stakeholders understand political, economic, and security developments affecting investment and regional commercial cooperation.
Ultimately, the purpose of USSBC is to help create the conditions in which Somali and American businesses can work together, investment opportunities can be explored responsibly, Somali entrepreneurs can participate more effectively in the global economy, and private-sector development can contribute to a more prosperous and stable Somalia.
14Conclusion
The establishment and development of USSBC represent a sustained personal effort to advance economic diplomacy and private-sector cooperation between Somalia and the United States.
Beginning without institutional funding or external sponsorship, I invested my personal resources in establishing the organization, building relationships with the Jubaland State Government and the Federal Government of Somalia, organizing conferences, mobilizing Somali businesses, participating in international trade-promotion initiatives, and exploring investment opportunities in the mining and minerals sector.
These activities created an initial foundation for connecting Somali entrepreneurs with American businesses and international stakeholders. They also demonstrated the practical difficulties of promoting investment in an environment characterized by financial constraints, visa barriers, political disagreements, and regional instability.
The deterioration in Federal Government–Jubaland relations, complications in Somalia–Kenya relations, and conflicts affecting the wider region created additional obstacles to USSBC’s original business-promotion objectives. The absence of sustainable funding further limited the organization’s ability to maintain its activities at the level required.
Nevertheless, I continued pursuing USSBC’s mission and adapted its activities to changing circumstances. As direct business engagement became more difficult, I expanded the organization’s contribution through research and analysis of regional developments and briefings to U.S. Embassy officials.
This experience reinforced my conviction that economic diplomacy is not a substitute for security, political stability, or effective governance. Rather, it complements these efforts by creating opportunities for employment, investment, commercial cooperation, and sustainable economic development.
The history of USSBC demonstrates both the value of individual initiative and the limitations of relying on personal resources to sustain an institution with a broader national and international purpose.
For USSBC to realize its full potential, its future development must rest on a more sustainable institutional and financial foundation, stronger cooperation among relevant stakeholders, and an enabling environment in which Somali and American businesses can engage with greater confidence.
Despite the setbacks encountered, the founding vision remains relevant: to build a durable bridge between Somali and American businesses, promote responsible investment, expand international commercial opportunities for Somali enterprises, and demonstrate that private-sector development can contribute meaningfully to Somalia’s long-term stability and prosperity.
The enduring purpose of USSBC is to turn diplomatic relationships into economic opportunities and economic opportunities into lasting benefits for the people of Somalia and region.
Ambassador Idd Bedel MohamedFounder & Chairman, US–Somalia Business Council