What began as a young student’s dream to change the world has evolved into a remarkable career reshaping how organisations grow, lead and care for their people. From KPMG to Nielsen to AutoXpress, Josephine Mwaniki has led transformative projects with compassion, integrity and unwavering commitment to human potential.
When Josephine Mwaniki walked into the University of Nairobi as a young economics student in the 90’s, she had one dream in mind: to work for the World Bank and help alleviate poverty in Africa.
Searching for purpose
Straight out of campus, she joined an American multinational as a management trainee. It looked like the perfect ticket to the global career she had imagined, but within a few years, disillusionment set in. She wasn't passionate about what she was doing as a management trainee.
“I studied economics because I was passionate about changing the world. Like any other graduate, I wanted to be part of the team that alleviates poverty in Africa and thought I’d work for the World Bank and IFC or similar organisations,” Josephine recalls. “I realised this was not me. I wasn’t really passionate about what I was doing. I went through a whole journey of searching, and I settled on two things. People and the transformation of organisations. I am excited about transforming and turning around organisations, and I enjoy enabling people to grow and become the best version of themselves.”
She believes in and is passionate about helping organisations build a culture that is a great place to work and that enables people to be their best resulting in profitable and thriving businesses.
That realisation marked the beginning of a journey that would take her from Nairobi boardrooms to regional postings across Africa, shaping the human resources functions of some of the continent’s reputable organisations.
Determined to pursue her newfound passion, Josephine returned to the University of Nairobi for an MBA in human resources and strategy.
Breakthrough into HR
Before she even finished, opportunity came knocking.
“KPMG had been looking for a head of executive recruitment. Somebody asked if I was still interested in human resources and I said yes. I started with heading the Executive Selection Division where we were hiring CEOs, CFOs and other C-Suite executives. KPMG hired me and it’s the best decision I ever made,” she adds.
It was a baptism by fire. Josephine was plunged straight into recruiting CEOs and CFOs. She describes it as “very exciting and very humbling,” with assignments ranging from hiring directors and senior leadership at the IEBC to restructuring pay and grading structures for parastatals and private sector organisations.
KPMG also trained her rigorously, including certification in psychometrics and behavioural assessments in South Africa. She worked on projects at KCB during its change in marketing strategy and at Kenya Ports Authority where her team spent two years conducting job evaluations and re-designing compensation systems.
“I grew within KPMG and was covering East Africa. It was everything I ever dreamed of,” Josephine says.
Those seven years gave her both technical HR expertise and business acumen, including managing the P&L for the people and change function, meeting revenue targets and leading a team.
Regional leadership growth
From KPMG, she moved to Nielsen, the global research company, to head HR across Sub-Saharan Africa.
“This was an organisation that was beginning to grow in Africa. Their structures and systems were not quite where they needed to be globally, so I came in to help align the East and West Africa people functions with Nielsen’s global HR standards,” she adds.
She speaks with admiration about Nielsen’s strong HR processes and focus on talent development. Building a regional HR team, she nurtured leaders who would later rise to head functions across East Africa.
“It fitted exactly what my passion is, which is people and transformation of organisations. It was very challenging, obviously, but also very fulfilling,” adds Josephine.
After Nielsen went through a restructuring following a private equity takeover, Josephine took a break from corporate during the Covid19 pandemic. But even then, consulting assignments found her. Deloitte engaged her on a project for EABL, managing the change process for a complex transition of shared services to India and Budapest.
“Some of it was tough in the sense we had to help the organisation let go of over 100 people, but in a way that was humane and that helped them transition well,” she says.
Culture and strategy
Soon after, I&M Bank came calling. Despite having no prior banking experience, she was hired to lead a cultural transformation and reposition HR as a strategic function.
“What I and my team put in was having a strategy in place that aligns to the business, putting in place a strong foundation around talent development, talent acquisition, and HR best practices to grow and maintain high employee engagement and business performance; but in a caring and humane environment, with good systems and a strong policy framework,” she notes.
But Josephine’s path has not been without challenges. She has often been thrown into projects with high stakes and no guarantees of success, like helping EABL navigate a mass layoff project through Deloitte and spending two years redesigning systems at Kenya Ports Authority.
She is also frank about the need to confront toxic leadership styles. She notes that sometimes, there are challenges working with leaders who need coaching around their leadership style especially at senior level. But through it all, integrity has been her compass.
“Many times, you have toxic environments and you have to be open and honest with people and with leaders. Tell them directly that what they are doing is not right and that they need to change. I am grateful that I have not had to compromise my faith and my values. All the organisations I have worked for have been strong on integrity. That has given me a clear conscience and enabled me to enjoy my work and those I work with,” she says.
Shaping workplace culture
Now at Auto Xpress, Josephine is once again transforming HR to be more strategic, business-driven and putting in place best in class HR practices. She is working with the leadership and teams in codifying the Auto Xpress culture as the leading automotive company in Eastern Africa.
Her team is also digitizing HR processes to improve efficiency in recruitment, performance management, and employee engagement. But looking back, she sees a common thread.
“When I look at my career, everything I have been privileged to be a part of has involved transformation of people and organisations and I am so grateful to have been part of life changing projects and assignments across various sectors,” Josephine observes.
Outside the boardroom, Josephine finds joy in music, mentorship, and motherhood.
“I love to sing. I used to sing at weddings when I was younger and I still do now and then, and have recently been privileged to be part of our team singing the AutoXpress Anthem” she shares.
Her downtime also includes listening to music, traveling with her husband and teenage children and spending time mentoring young people.
Josephine can’t think of being in any other profession other than where she is now.
“I’d still be doing what I do, helping organisations transform and helping people grow. But in another life, I think I’d run a high school. I’d mould students to become good citizens, grounded in strong values and character,” she says with conviction.
