“Leaders Talk Big But Systems Don’t Move,” Vietnam Gas President Slams Kenya’s Leadership After Meeting With Ruto

In a scathing critique that has sent ripples through diplomatic circles, Vietnam Gas President Doanh Chau publicly condemned Kenya’s leadership approach following high-level meetings with President William Ruto and Prime Cabinet Secretary Musalia Mudavadi in Nairobi.

Chau, who also serves as President at the Energy Science Group, didn’t mince words in his assessment: “Behind the polished language was a painful truth: there is no serious execution culture” in Kenya’s governance.

The energy executive’s critique centers on what he describes as Kenya’s fundamental challenge—not a shortage of money or talent, but “the absence of long-term vision and the dominance of short-term gain.”

According to Chau, Kenyan leaders are content with rhetoric while failing to build systems that actually deliver results.

“Leaders talk big, but systems don’t move,” Chau observed, pointing to the stark contrast in electricity generation between Vietnam and Kenya.

Despite having twice Kenya’s population, Vietnam produces over 17 times more power at 70 GW compared to Kenya’s mere 4 GW.

“This is not a side issue—it’s the foundation of economic development,” Chau emphasized.

Prime Cabinet Secretary Musalia Mudavadi and Vietnam Gas President Doanh Chau.

He highlighted how Vietnam prioritized power infrastructure before establishing free trade zones, enabling its transformation into a global export hub, while Kenya built “a fancy expressway from Nairobi to Mombasa” without the export industry to justify such investment.

The Vietnam Gas president also criticized Kenya’s tourism sector, describing cumbersome 90-minute check-in processes at park gates and limited nighttime activities for visitors.

He characterized the Maasai market as “essentially a souvenir stand” rather than a genuine cultural experience.

Corruption remains another significant barrier, with Chau noting that investors are “scared off by petty corruption and legal instability” despite President Ruto’s ambitions to build public housing.

“There are no credible incentives, no serious risk guarantees,” he stated.

Public Reaction and Political Fallout

Chau’s blunt assessment has struck a chord with thousands of Kenyans on social media, many of whom have rallied behind his criticism of the Ruto administration.

Saboti MP Caleb Amisi seized the moment to lambast the government, stating, “When we say Kenyans elected people with big English, big words, big cars, big bank accounts, big choppers, big lies but small brains, we mean it. The world is disappointed with everyone in Ruto government.”

The legislator called for a transformation in leadership, adding, “Kenya needs a dedicated team of leaders with clear vision, charisma, focused, enthusiastic and smart. Kenya is supposed to be Africa’s finest economically. Kenya needs a renaissance.”

Citizen Martin Mwanza echoed these sentiments, highlighting the stark differences in how corruption is handled: “We seem to tolerate corruption, appointing corrupt people to government positions and expecting better results; how stupid are we, while countries like China hang corrupt people and Vietnam hangs drug lords instead of giving them state jobs?”

Social media user MoGAbdi distilled the critique to its essence: “Doanh Chau’s remarks expose Kenya’s deeper crisis: a leadership addicted to optics, not outcomes. No power, no planning, no serious execution. Investors see through the PR.”

The Democratic Action Party of Kenya (DAP-K) has also joined the chorus of criticism, with party leader Eugene Wamalwa demanding transparency regarding the outcomes of bilateral agreements signed during President Ruto’s numerous high-profile foreign trips.

Critics note the irony that President Ruto, renowned for his oratory skills and persuasive rhetoric—traits that have potentially attracted investor interest—now stands accused by President Chau of leading an administration that prioritizes talk over action.

In contrast, Chau praised Vietnam and Singapore’s leadership model, where “leaders are up at 5 a.m. working on execution, not speeches,” power supply remains constant, policies are “consistent and data-driven,” and incentives align with performance.

While acknowledging his critique comes “from a place of respect and care for Africa,” Chau’s parting message was unambiguous: “The global window is closing. Asia isn’t waiting. If Kenya and much of Africa want a real economic future, they must turn off the microphone—and turn on the power.”