• As it stands, we have a broken ZIFA brand. Before we can talk about anything else we need to fix it. To do so, we have to fix the institution. This is our starting point and my most comprehensive pillar. My goal as ZIFA president is to establish transparent, accountable, and ethical leadership structures with clear Key Performance Indicators (KPIs) and robust financial and operational policies. Promoting credibility, ethical conduct and adherence to national, CAF, and FIFA regulations.

• My mission to achieve this will prioritise the development of our human talent - primarily our players, referees and coaches. We will offer multiple support systems, starting with community outreach programs to capture future stars from the grassroots. As well as to register all unrecorded clubs, and to promote inclusivity of women, disabled persons and other football sports like futsal and beach football. 

• My key priorities will be to ensure competitive remuneration, access to quality training and equipment, as well as access to modern and well-maintained facilities. Furthermore, we will invest in parallel career pathways through Continuous Professional Development Programs (CPDs) to enhance player and referee skills and knowledge beyond the field.

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• With a strong and credible system in place (pillar 1), we can then effectively engage and bring strategic partners on board to be part of an institution they can trust, and that would have built a reputation for delivering on its promises. 

• A strategic collaborative approach will leverage resources, external funding, expertise, and shared goals to drive the growth and development of Zimbabwean football.

• Harnessing partnerships with FIFA, CAF, and regional confederations for funding, coaching, and technical assistance will be a key measure. Along with collaborating with corporate sponsors, banks, and investors to drive funding for competitions, facilities, and programs.

• The value of building alliances with leading football nations, leagues, and governing bodies will not be overlooked. This will help us to learn and adopt best practices, and also get our players well-known for international award consideration.

• While strategic partnerships (pillar 2) will contribute significantly to our financial growth, it will be crucial to cultivate internal revenue streams to ensure the development of a sustainable revenue model for Zimbabwean Football.

• Income streams will be diversified through programs that will include sponsorship deals, broadcasting rights and partnerships, as well as football tourism and the hosting of international matches.

• A primary activity will be to develop a targeted program to register willing sponsors from the football community and beyond. Prioritising support for grassroots programs, and with a specific focus on underprivileged youth.

• Promoting Zimbabwe’s football brand globally will be paramount, and will be achieved by hosting international events, investing in marketing campaigns, and improving player exports.

• Robust financial management measures will be put in place to ensure sound financial practices with regular audits, transparency in reporting, and cost efficiency.

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• Once we have revenue being generated from the commercial sector (pillar 3) the next move will be to deliberately invest in our facilities and equipment. This will include upgrading our infrastructure, embracing cutting-edge technology, and implementing innovative programs to further elevate football in all regions of the country.

• Developing and rehabilitating stadiums, training grounds, high-performance centres and local-regional facilities to meet international standards, will be an urgent matter.

• Grassroots development will be prioritised through the establishment of facilities for training, and talent identification across all provinces. In addition to the adoption of performance analysis tools, and data analytic processes to improve player and team performance.

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• In the fifth and final pillar, all focus will shift to our ultimate goal: achieving on-field excellence in both the male and female teams. This will involve cultivating a distinct playing style that will make Zimbabwean football globally recognisable. As well as the prioritisation of consistent participation in competitive leagues and tournaments at all levels, culminating in our ultimate objective: qualifying for and ultimately winning the FIFA World Cup.

• Structured grassroots and youth football competitions will be introduced to enhance player and team development. On top of strengthening the Schools Football Competitions Program for primary and secondary schools, as well as domestic competitions. Correspondingly, comprehensive coach education and licensing programs aligned with CAF and FIFA standards will be implemented. 

• Player, referee, and coach welfare will be made a top priority through the application of high end-tech, and the establishment of state-of-the-art sports science and medical facilities.