Interviews

Maureen Juma, human resources and admin manager at Flex Money Transfer, explains why taking care of employees is closely linked to the success of a business.

Robert Murengezi says HR professionals who cannot show how their work connects to business results will struggle to be taken seriously. He makes the case for an HR function that listens, measures its impact and keeps the human element intact even as AI takes over more of the work.

Ozem Muriuki, head of HR & organisational development at Prudential Kenya, argues that HR earns its place at the executive table through a strong understanding of the business, sound judgment and the courage to give honest advice, even when it is difficult to do so.

Mumbi Kahindo, CPO at Absa Bank Kenya, believes success is about knowing what deserves your attention in each season, asking for what you need and using every position you hold to make space for others.

Ozem Muriuki’s HR career has given him a broad perspective on what it takes to build organisations and develop their people. 

For Grace Gathu, head of people & culture at Branch Microfinance Bank, the future of HR lies in bringing data, technology and humanity together.

Wanja Kung'u has built a HR philosophy around being present, listening first and understanding the business before shaping its people strategy. As head of HR at AAR Hospital, she reflects on the evolution of the profession, navigating mergers and difficult employee exits, and learning the unique demands of healthcare. 

After nearly two decades in HR, Wanja Kungu has seen leadership evolve from a position of authority into one of continuous learning. The AAR Hospital HR head shares why developing people, sharing knowledge and staying open to new perspectives have become central to how she leads.

Great hospitality starts with great people, says Naftal Ndege, group head of HR at ARP Africa Travel Group.

Grace Gathu once dreamed of becoming a bank manager. Instead, her career took her through radio broadcasting, customer service, the non-profit sector, education and eight years in fintech before bringing her full circle into banking. Today, as head of people & culture at Branch Microfinance Bank, she reflects on the unexpected detours, defining experiences and lessons that have shaped her approach to people, culture and leadership.

As group head of HR at ARP Africa Travel Group, Naftal Ndege is helping shape a people strategy that spans Kenya and Tanzania while strengthening engagement, developing talent and aligning HR with business performance. Drawing on experience across manufacturing, FMCG and hospitality, he shares the lessons that have shaped his leadership and his vision for the future of work.

Having worked across banking, non-profit, telecommunications, education and energy, Robert Murengezi says no two organisations demand the same approach to HR. For him, career growth comes from embracing unfamiliar challenges, while great hiring begins with patience and process.

Agnes Wachira believes great HR is about leaving organisations better than you found them. Through strategic transformation, employee experience initiatives and practical support systems, she has helped businesses build cultures where people can perform and belong.

Wambui Gichohi, group head of HR at Liberty Group, believes organisations often misunderstand Gen Z in the workplace. She explains why workplace culture, not age, is often the deciding factor in attracting and retaining young talent.

Agnes Wachira explains why clear expectations, documented performance management and thoughtful communication are essential when navigating terminations and redundancies. She shares how HR leaders can balance organisational needs with employee dignity while maintaining trust and protecting the organisation’s reputation. 

Earning credibility in the boardroom takes more than strong people skills. Beatrice Uwera discusses the importance of aligning HR with business strategy, guiding leaders through change and building organisations that are ready for what's next.

Ampersand HR  manager Elodie Queen Cyuzuzo builds supportive workplaces and adapts leadership for a changing workforce. She shares her journey from consulting to internal management and building workplace culture through policy awareness and adapting to different generations.

Juliet Muheirwe leads with a strong commitment to making a positive difference and helping young professionals grow.Throughout her career, she has encouraged continuous learning, adaptability, and resilience, believing these qualities help people succeed and create a lasting impact within their organisations.

Mumbi Kahindo sees the HR seat at the executive table as something built step-by-step, decision-by-decision. She believes the role is about bringing a human perspective to business, listening to people across generations and shaping decisions.

Milkah Wamae, head of HR at GTBank Kenya, believes that human connection is the foundation of effective leadership. From sharing street food with colleagues to forming hiking clubs, she actively fosters trust, engagement and collaboration across generations.

As organisations across Africa seek to improve productivity and employee experience, Charlotte Mirembe, head of HR  and administration at Population Services International (PSI) Uganda, believes the answer lies in redesigning work around people rather than processes. 

As head of human resources at Tsavo , Joansie Kinyanjui is helping shape a young workforce while building the company’s HR systems from the ground up. She believes mentorship, accountability and communication across generations are key to building strong teams.

Mental health in the workplace is no longer a once-a-year conversation. Across East Africa, HR executives are increasingly embedding wellbeing into everyday business strategy, recognising that employee performance and retention are closely linked to psychological health. HR leaders share the steps their teams are taking to destigmatise mental health and prioritise holistic wellbeing.

Sally Kamsa is reshaping workplace culture at Ipsos Kenya through policies built on listening and lived experiences. Her approach to people and culture goes beyond HR compliance, focusing instead on creating support systems employees genuinely need and use.

When Jemima Ngode, Radio Africa Group HR manager, was diagnosed with a condition that could have led to brain surgery, she chose a different path. By making deliberate changes to her daily routine and prioritising her health, she reversed the condition and changed the way she approaches leadership and work.

The HR profession often demands a delicate balance between solving today’s urgent problems and preparing for tomorrow’s success. For Laura Oliwa, head of people, culture, and administration at AMREF, Rosemary Nakuya, an HR leader at Harris International, Joansie Kinyanjui head of HR and culture at TSAVO and Sarah Omaya, director of HR at Acorn Holdings, the lows of their careers reside in difficult decisions that had to be made in quiet isolation.

Wambui Gichohi, group head of HR at Liberty Group, frames imposter syndrome as a learned response shaped by social conditioning rather than individual inadequacy. She links it to workplace systems and leadership cultures that influence how confidence and competence are perceived and expressed.

Mother's Day lands differently when you spend your week managing other people's wellbeing for a living. Human resources leaders from across East Africa have a message for mothers: you cannot pour from an empty cup and stopping to fill it is not a betrayal of anyone who depends on you.

Grace Mathu, HR lead at AAR Insurance Kenya, shares how career growth is less about performance alone and more about mastering image and exposure alongside it. Drawing from her own journey of self-discovery, she unpacks the PIE formula that shapes how professionals stand out, get noticed, and advance.

Rose Karugu, human resources, administration and information technology director at Ishara Towers Rwanda, has a physical board positioned directly behind her desk. It is a board that she has personally written on, and it remains highly visible every single morning when she sits down to begin her working day. It carries her strategic professional plans for the year 2026. 

Ask most people and culture leaders how they ended up in HR and the answer is rarely a straight line. For Sarah Omaya, director of HR at Acorn, Laura Oliwa, head of people, culture and administration at Amref Flying Doctors, Eva Ng'ang'a, people and culture manager at Amadeus East Africa and Hannah Karuru, chief people officer at Capwell Industries, the profession arrived sideways.

Laura Oliwa is redefining HR by bridging generational gaps, empowering employees with trust and responsibility, and creating workplaces where everyone feels seen, valued and able to thrive.

Rachel Kanyolo is shaping workplaces where people feel heard, respected and supported. Guided by balance in her own life and strong relationships, she brings empathy and clarity to both her work and the people around her.

Eva Ng’ang’a is focused on reminding leaders that supporting their teams matters as much as hitting targets. With years of experience across industries and a disciplined approach to reflection and growth, she blends empathy, insight and action to help people and organisations thrive.

Every quarter, Sarah Omaya drives to Sagana to spend an entire Saturday with a group of mentees, bringing no slides and no rigid programme, just an open space for honest conversation. Listening, asking thoughtful questions, and drawing insights that often deepen her understanding of people but also inform how she designs organisational systems and policies that are both practical and scalable within the business. She returns to Nairobi having learned something new each time.

Raising her autistic son reshaped how Hannah Karuru, CPO at Capwell Industries, sees people at work, pushing her to question rigid ideas of talent and build space for different ways of thinking. In her world, leadership is less about polished strategy and more about patience, attention and designing organisations that actually fit the humans inside them.

Sylvia Mulomi does not accept the idea that good people practice and good business sit on opposite sides of the ledger. With a workforce of more than 2,000 employees, she argues that the distinction is largely artificial.

Gerishen Katieno, CHRO at Saruni Basecamp, explains how he shapes HR programmes to support both business growth and employee well-being.

HR works best when it starts with the business, its direction, risks and needed capabilities. This approach turns people's strategy, leadership and governance into practical tools that boost performance and growth while maintaining trust.

This year's International Women's Day theme, ‘Give to Gain,’ resonates deeply with four senior HR leaders who are committed to making a real impact. Juliet Muheirwe, head of HR at Equity Bank Uganda, Lilian Makau, head of HR at Standard Chartered Bank Tanzania, Mumbi Kahindo, CPO at Absa Bank Kenya and Agnes Wachira, senior HR manager at CYBER RANGES, each have valuable insights that go far beyond the slogan.

Felix carries the weight of difficult organisational decisions long after the office lights go out. His role is not simply about organisational design, but about stewarding people through transition with dignity, transparency and support.

Every organisation faces the delicate challenge of balancing the wellbeing of its people with the demands of performance. Head of human resource and administration at Population Services International (PSI) Uganda Charlotte Mirembe says that the art of leadership lies in finding that equilibrium.

Sylvia approaches mentorship as a two-way exchange. She guides emerging leaders through high-pressure decisions, helping them develop judgment and confidence while learning from their fresh perspectives.

As organisations across East Africa settle into the new year, the people and culture function is carrying an increasingly broad brief. Felix Ochieng, general manager of people and culture at Liberty Kenya, Eva Ng'ang'a, manager of people and culture at Amadeus, Rachel Kanyolo, people and culture manager at the Kenya Association of Manufacturers and Rose Karugu, HR and IT director at Ishara Towers Rwanda, share what is at the top of their agendas in 2026.

As a millennial, Lynn Bugaari Muhangi operates in an in-between space. In meetings, Lynn reads the room, balancing the fast-paced, flexible mindset of younger colleagues with the structured, policy-driven approach of older ones.

Gedion Kimutai, the country human resources manager at Fresh Del Monte Kenya, sees HR as a bridge between people’s aspirations and organisational goals. His approach to HR blends systems with soul, ensuring that policies serve people, not the other way around.

If she does not need to drive, Caroline Karoki prefers to be on foot at her own pace. Walking is when she reflects and creates space for herself in a life that is otherwise claimed by work, family, and responsibility.

As AI takes over the repetitive work, HR leaders are finding time to focus on culture, talent and judgement. Senior HR leaders Milton Owor and Gedion Kimutai see the shift as less about replacing people and more about redefining where human effort adds the most value, as administrative tasks give way to more strategic, people-centred work.

On most weekends, James Koraro watches  football. Sometimes closely, sometimes casually, but always attentively. The game gives him distance from the demands of leadership and sharpens how he thinks about it.

For HR leaders, the work week rarely ends at the office. Meetings, strategy sessions and people management stretch into long hours, leaving little space for personal time. 

Rabina Masanja Rienks measures leadership by the example it sets when pressure is high. In the highly-regulated world of banking, she believes the most powerful signals leaders send are often unspoken.

HR plays a critical role in driving business success, yet many HR leaders still struggle to secure a strong voice at the executive table. Prudential Assurance Uganda CHRO Susan Kabedha, Crystal Ventures director of HR and administration Ines Kayitesi and Fresh Del Monte Kenya country human resources manager Gedion Kimutai share why HR must be positioned as a strategic leadership function.

As head of HR for Kenya at Engie Energy Access Africa, now Ignite Energy Access, Lilian Mburu sees her role as central to guiding culture transformation and helping employees embrace new ways of working.

HR leaders are grappling with Gen Z, a workforce that thinks, works and communicates differently than any generation before.

Crystal Ventures (CVL) HR and administration director Ines Kayitesi learned early that culture does not shift through policies alone. It changes through repeated, simple habits that make people feel included. This understanding has shaped her approach as she works with teams spread across multiple subsidiaries.

In every organisation, systems either lift people up or hold them back. Charlotte Mirembe, head of human resource and administration at Population Services International (PSI) Uganda urges that the true measure of efficiency is not simply how quickly tasks are completed, but how supported people feel while performing them.

Leadership in Africa is often shaped by global templates, but Milton Owor, chief people and culture officer at Uganda’s National Social Security Fund (NSSF), believes real transformation starts at home.

While you're busy reviewing employees and organisational performance, have you taken a moment to review yourself? Have you achieved what you set out to accomplish this year, and what lessons will guide you into the next?

Susan Kabedha, CHRO at Prudential Assurance Uganda, has witnessed firsthand the profound impact that cultural diversity and remote work have had on HR. She talks about the challenges and opportunities of creating environments where employees can thrive and contribute fully.

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.

The modern workplace spans four generations, each with distinct expectations about work-life balance, communication and career progression. Tres Infrastructure Rwanda HR manager Beatrice Uwera, WWF Kenya head of people and culture Bernard Atonga, I&M Bank Tanzania head of HR Erica Mboya, and NSSF Uganda chief people and culture officer Milton Owor share their approaches to navigating generational dynamics whilst maintaining organisational cohesion.

Gedion Kimutai, the country human resources manager at Fresh Del Monte Kenya, believes HR is a craft rooted in empathy, balance and understanding. His journey reflects a deep commitment to people and purpose.

Beatrice believes that the journey of human resources has been one of profound transformation. Once defined by mountains of paperwork, the function has matured into the heart of business strategy. Today, she says, HR is about cultivating a strong organisational culture, supporting high performance and steering teams through constant change with confidence and agility.

Every organisation faces the delicate challenge of balancing the well-being of its people with the demands of performance. Head of human resource and administration at Population Services International (PSI) Uganda Charlotte Mirembe says that the art of leadership lies in finding that equilibrium.

The world of work is changing faster than most organisations can keep up. Nicholas Mudasia, chief human resource officer, public affairs and communications officer at Coca-Cola Company, identifies Generation Z, as the biggest force behind this transformation.

As AI continues to redefine the modern workplace, it is increasingly becoming a powerful tool for enhancing decision-making, streamlining operations and generating deeper insights into workforce trends. But for Erica W. Mboya, head of HR at I&M Bank Tanzania, technology is only part of the story. 

For Bernard Atonga, HR isn’t about people as a resource, it’s about people as people. With a career spanning factory floors, creative teams, public service and global NGOs, Bernard has learned that HR must adapt to culture, context and purpose.

Artificial intelligence (AI) is no longer a distant concept or futuristic tool. It has become a core part of how organisations operate.

When Paul Rumanda joined the Infectious Diseases Institute as its first head of HR, the department was reporting to the finance department. In just three years, he built a strategic HR function from the ground up, driving culture change and leading a bold organisational restructure amidst volatile donor funding.

Saruni Basecamp CHRO Gerishen Katieno’s journey proves that human resources is not about paperwork but building trust, driving culture change and creating lasting business impact.

Meet Raymond Muthama, CHRO at Zamara in Kenya. A visionary HR leader who transforms workplace culture, combining business acumen with a passion for people to create synergy and lasting success.

When Old Mutual East Africa’s CHRO Nkirote Njiru was tasked with culture integration, she ventured beyond her comfort zone. What began as a temporary role evolved into a career-defining pivot.