As the driving force behind Union Gold’s next chapter, he embraces high-risk bets, champions Zambian tourism, and balances family dynamics with visionary grit. This is how a new generation builds on a foundation of ambition.
A few months ago, I wrote about “The Man Who Built Lusaka,” the straight-talking, clear-minded business titan Mark O’Donnell. As the founder of Union Gold Group, Mark built a business empire spanning hospitality, real estate, construction, manufacturing, and mining. But readers will recall that he never took sole credit; at the heart of his story was his family, whom he consistently praised as key contributors to his entrepreneurial journey.
In a full-circle moment, the story continues with the next generation: Mark’s son, Christopher O’Donnell, now steering Union Gold’s future as Head of Business Development.
Little is publicly known about Christopher. He has no social media presence, and a quick Google search mostly turns up an American actor with the same name. But Christopher O’Donnell is very real. I met him at Protea Hotel Lusaka Tower, and our conversation unfolded over a Whiskey Sour and an Espresso Martini at the bar.
While Mark laid the foundations, Christopher is building the next era, introducing fresh ideas and a forward-thinking approach that will reshape the business for decades to come. The night before our chat, he had a late night teaching himself ChatGPT, a system he believes could significantly improve operations. It’s a small moment, but it speaks volumes. As Zambia’s travel, hospitality, and urban development landscape shifts, his vision offers a compelling look at how legacy adapts to the future.
The Unlikely Path Back to Zambia
Raised in Zambia, Christopher recalls childhood days spent on the family farm in Chisamba, long before it became part of the Marriott portfolio. Despite growing up in the orbit of one of Zambia’s most prominent businessmen, life felt remarkably normal; there was no pressure to join the family business. Instead, the focus was on exploration, education, and finding his path.
At the age of 15, Christopher left Zambia to attend school abroad. He later earned admission to Cornell University, earning qualifications in hospitality administration and real estate finance. Christopher would spend holidays in Zambia, interning in hotels and spending hundreds of hours in laundry, housekeeping, reception, and kitchens. This was the base on which he planned to build a career abroad later, testing his skills and gaining global experience.
But timing had other plans. The 2008 financial crisis struck just as Christopher was graduating, narrowing job prospects, even for Ivy League alumni. With opportunities scarce, he decided to return to Zambia and contribute to the family business.
Twelve years later, Christopher has no regrets. What began as a redirection has evolved into a fulfilling career. In stepping into the business, he found not only purpose but a platform to shape the next chapter of the O’Donnell legacy. At Union Gold, Christopher focuses on new projects and development. But to understand his approach, you need to know how he thinks about growth itself. During our conversation, he shared a philosophy that reveals much about his mindset: “You measure success by how many times you’ve failed. If you have too many successes, your dreams are too small. Look for something with a 99% chance of failure and a 1% chance of success.”
I raised an eyebrow. 99% sounds steep. But he smiled and continued: “That 1% is what builds another 100-year-old business. We’ve had a lot of failures, but that’s part of the process. You have to think short, medium, and long term.”
That ethos is perhaps best exemplified by Bonanza Estate, one of Southern Africa’s premier golf destinations and a signature project of Christopher’s over the last eight years. Today, Bonanza is a staple of Lusaka’s luxury landscape, a destination in its own right. But Bonanza is not just a story of ambition. It’s also one of chance and conviction.
Betting Big During a Pandemic
The turning point came during an uncanny encounter with Peter Matkovich, a famed golf architect, at a Lusaka event. Christopher was initially planning a modest golf facility. Peter challenged him to aim higher, to build something of world-class quality. Christopher listened and acted. He convinced his family to change course. No pun intended.
Then came the storm. The second phase, the construction of Ciêla Hotel, was undertaken at the height of the COVID-19 pandemic. Travel halted. Revenue vanished. Liquidity dried up. And to compound it all, one of the financing banks hiked interest rates during the crisis. It would have been understandable to pause or pull out. But that’s not how the O’Donnells operate.
Bonanza became more than another development project; it became proof that bold thinking and strategic risk can deliver landmark results, even amid a crisis.
Business runs deep in Christopher’s veins. He understands the mechanics of entrepreneurship, risk, investment, and growth. But for him, it’s never just about balance sheets and buildings. Like his father, Christopher is driven by a bigger idea: economic progress for Zambia.
That led him to serve as Vice Chair of theTourism Council of Zambia, a nonprofit advocacy body that shapes national policy and promotes a stronger tourism environment. The Council works with the Zambia Tourism Agency to influence legislation, attract investment, and position Zambia as a premier destination.
Their advocacy effort is starting to show. Zambia has recorded a new high of 2.2 million foreign arrivals in 2024. It was named one of the 2025 Top 10 Places to Visit by Condé Nast Traveller. And perhaps most notably, lions were successfully reintroduced into Nsumbu National Park, which boosted both conservation efforts and the tourism brand.
Growing Zambia’s tourism industry is one of the largest drivers of employment, and Christopher is focused on unlocking its full potential. “There are a few things that could work overnight,” he explains. “First is the marketing budget. If you look at our competition, our neighbouring countries, we’re far behind. That can have an immediate impact within 12 months.”
His logic is direct. “We don’t need five years to build new infrastructure. Marketing is quick. The more money you invest, the higher the returns you receive. And it benefits everyone, not just the people of Lusaka. People want to visit far-off places, but they often don’t know about them. So we must first tell them.”
It’s a reminder that Christopher’s ambitions extend far beyond Bonanza or Union Gold. He’s thinking about Zambia’s place in the global tourism ecosystem and how to build an economy that not only grows but also uplifts communities from Livingstone to Nsumbu.
Outside of work, Christopher is entering a new chapter, and he’s getting married to his best friend. Most of his time away from business is spent with his fiancée, enjoying the outdoors. “To be able to marry your best friend is something I cherish. We spend a lot of time in nature, like theLeopards Hill Forest Reserve, we go camping, and I have a dog that we spend a lot of time with.”
Working in a family business has its rewards and challenges. Christopher speaks candidly about the dynamic with his father, Mark. While both are visionaries, their approaches often differ. “He’s very determined and has very clear thinking. He can take a complex problem and break it down to its simplest form. I’d like to think I’m similar in some ways, but I also approach things differently. He and I can have arguments over lunch, and they can get pretty loud. We’re both thinking far into the future, and we both think big, but while he wants to go one way and I want to go another, we’re ultimately aiming for the same outcome. My mother sits back, waits for the argument to end, and then we follow whatever she says,” he chuckles.
What emerges is a portrait of a tight-knit family balancing drive with deep respect—unified in ambition, even when opinions differ. These relationships form the bedrock of Union Gold’s evolving legacy. As things change, the more they stay the same. Christopher is undeniably cut from the same cloth as his father. Mark O’Donnell built his empire on vision, grit, and common-sense business. Now, sitting across from Christopher, it’s clear that ethos endures. As our conversation wraps, Christopher reflects on the weight and privilege of carrying the O’Donnell legacy forward.
“Normally, the old man sits in the hot seat, but I did enjoy this. We have a responsibility. This is our home, we’ve been here a long time, and we want to stay for a long time. We want to shape this country, and I think we’re doing a good thing.”
From Mark to Christopher, the story of Union Gold is not just a handover. It’s a continuation, and so Zambia’s growth marches forward, powered by visionaries who dream in decades.
Big Ideas Need Determination
“The day we opened the hotel,” Christopher recalls, “my dad and I were at the clubhouse. We started planning the hotel on the back of a napkin. That’s the thing about him, he never stops. He’s always thinking about the next thing.” He laughs, recalling their scribbles: rough cost estimates, room calculations, big ideas. “We figured 100 rooms were too small. At the time, our biggest hotel was this one (Protea Lusaka Tower) with 137 rooms. We knew we needed to go bigger. Eventually, we landed on 250 rooms and a conference centre for 2,500 people. We had to be determined. There was no other choice.”
An Avid Sportsman
Despite developing one of Zambia’s finest golf destinations, Christopher is not an avid golfer. He only plays occasionally, mostly with his father. His weekly sports fix used to come from seven-a-side soccer—a hobby he’s paused for now, due to injuries and wedding preparations. “I get injured every week and spend 3 days with ice and a brace. I’ve stopped playing now because I can’t be injured for the wedding.”
More Than Profits
Christopher is the Head of Business Development. Beyond that, he serves as Vice Chair of the Tourism Council of Zambia, a nonprofit advocacy body that shapes national policy and advocates for a stronger tourism environment.
Take Big Risks
Chris’s growth mindset is simple: “You measure success by how many times you’ve failed. If you have too many successes, your dreams are too small. Look for something with a 99% chance of failure and a 1% chance of success.”
PROTEA HOTEL BY MARRIOTT LUSAKA TOWER
Situated in Lusaka's Arcades Shopping Complex on Great East Road, Lusaka Tower is conveniently situated 5 minutes from shops, restaurants, and the Mulungushi Conference Centre. Merely 25 minutes from Kenneth Kaunda International Airport, it caters to corporate and leisure guests with 137 comfortable guest rooms and extensive conferencing facilities. Enjoy dining at The Steakhouse Restaurant and the Rooftop Cloud 9 bar in between meetings or excursions.
