The rapid proliferation of innovation hubs in Kigali has outpaced the development of robust governance models, creating a critical gap in understanding how these entities can effectively orchestrate a nascent startup ecosystem. This article constructs a novel theoretical framework to analyse and prescribe governance structures and orchestration roles for hubs, aiming to enhance ecosystem coherence and entrepreneurial outcomes. The framework is developed through a synthesis of institutional theory, network governance literature, and ecosystem orchestration concepts, applied to the specific socio-economic context. The framework posits that effective hubs must transition from basic service provision to active network brokerage, with a proposed governance model where over 60% of strategic decisions involve external ecosystem actors. A central theme is the 'orchestrator's dilemma' between curation and open access. The proposed framework provides a necessary conceptual tool for understanding the strategic evolution of hubs, positioning them as central, adaptive nodes rather than passive infrastructure. Hub managers should adopt hybrid governance boards incorporating public and private sector representatives. Policymakers should design support mechanisms that incentivise hubs towards network-brokering activities. innovation hubs, ecosystem orchestration, governance models, entrepreneurial ecosystems, institutional theory, Kigali This paper introduces a novel policy mechanism—the 'orchestrator's dilemma'—as a central analytical lens for hub governance, providing a concrete tool for evaluating strategic trade-offs.