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Work Background
HaleonProject Lead
May. 2025Sub Sahara AfricaThree months ago, I made an unconventional move. I stepped out of my compliance fortress and into the war room where projects live and die. Most would call it a career sideways move. I called it the missing puzzle piece. I have since discovered that compliance leaders understand risk, control and execution better than almost anyone. We see the hidden landmines. We prevent disasters before they happen. And when you bring that mindset to project delivery, magic happens... ► Here is how I have breathed back life into million-dollar projects here: • Accelerated route-to-market project delivery by 35%, reducing bottlenecks and achieving 90% on-schedule closure of 18/20 commercial action items while impacting ~$5M+ in revenue recognition across SSA operations. • Strengthened project controls by embedding compliance governance frameworks, reducing compliance-related delays by 40% and improving first-time milestone achievement from 65% to 88% across 12+ regional markets. • Enhanced project visibility through establishment of monthly stakeholder dashboards tracking 25+ KPIs, improving executive decision-making speed by ~50% through real-time risk and commercial reporting. • Led proactive risk mitigation across 8 concurrent regional projects, identifying and resolving 45+ potential delivery bottlenecks with 95% of active initiatives maintaining "low-medium" risk ratings.
HaleonHead of Ethics & Compliance
Jul. 2022 - Apr. 2025KenyaHaleon is the world’s first truly global consumer health company. We employ over 24,000 people and we operate in over 170 countries. It is listed on the London and New York Stock Exchanges. When I took this role, I was handed a 2-region compliance function in a complex, high-risk environment. 9 countries. 500+ employees. 200+ business partners. Zero centralized ethics culture. The challenge was how do you scale integrity when the organization's default setting is "move fast and manage risk later"? I didn't build more policies. I rebuilt the foundation. ► Here is how I moved the needle in terms of numbers: • Achieved 45% improvement in governance standardization across 3-country cluster by establishing unified compliance policies, reducing interpretation inconsistencies by 60% and improving leadership accountability from 58% to 87%. • Enhanced organizational culture by leading culture team of 8 to implement 12+ engagement programs including town halls and recognition awards, increasing employee engagement scores by 28 percentage points (from 42% to 70%). • Championed data privacy compliance as regional Data Privacy Officer for 2 markets with 500+ employees, conducting 20+ comprehensive risk assessments and identifying/remediating 14 data protection gaps. • Reduced enterprise compliance risks by delivering 25+ training sessions to 300+ internal and external stakeholders on ABAC, sanctions, and code of conduct, achieving 92% completion rate and 89% post-training assessment pass rate. • Reinforced data privacy compliance by leading implementation of enterprise-wide frameworks, conducting 15+ privacy impact assessments resulting in 8 significant policy updates and 100% compliance certification across 2 regions.
GSKEthics and Compliance Manager Consumer Healthcare East Africa
May. 2020 - Jun. 2022GlaxoSmithKline (GSK) is one of the world’s leading research-based pharmaceutical and healthcare companies. It is committed to improving the quality of human life by enabling people to do more, feel better and live longer. I walked into a 5-country cluster with 300+ employees, 80+ business partners and compliance scattered across silos. There was no unified framework. No structured monitoring. No clear accountability. So I built one. ► The measurable impact I attained while in this role includes: • Embedded enterprise-wide internal controls framework by establishing country risk management boards in 5 markets, conducting 20+ independent compliance reviews and resolving 65+ control gaps while improving maturity score by 38%. • Proactively managed compliance monitoring cycles by championing independent and management monitoring processes across 5 countries, identifying and resolving 28 compliance issues with 100% remediation rate before regulatory escalation. • Drove audit compliance excellence by overseeing 15+ internal audit cycles and ensuring 90%+ implementation rate of corrective and preventive actions, reducing audit follow-up items by 52% year-over-year. • Built leadership capacity in risk oversight through structured training program delivering 35+ sessions to 120+ internal and external stakeholders on ABAC, conflict of interest, and code of conduct with 88% satisfaction rating. • Maintained regulatory compliance across multi-country environment with 300+ employees and 80+ business partners, ensuring 100% adherence to compliance standards and zero violations or regulatory breaches over 26-month tenure.
TriggeriseRisk Management Lead
Jul. 2019 - May. 2020Nairobi County, KenyaFounded in 2014, Tiko set out to revolutionise the social impact sector by integrating technology into its core operating model, thereby tackling inefficiencies in the provision of healthcare. Traditional aid often created an unsustainable reliance on parallel distribution, fragmented service delivery systems and upstream subsidy schemes. I was brought in to transform a donor-funded organization's relationship with risk. Donors were skeptical. Compliance was seen as overhead. Programs were operating in a controlled chaos that worked, until it didn't. ► Key achievements from my tenure here: • Designed and embedded enterprise risk management strategy ensuring 100% program, regulatory, and donor compliance by establishing 45+ risk controls across 8 concurrent programs and reducing operational risk incidents by 48%. • Led high-performing risk team of 2 specialists, improving department capacity by 60% through process automation and systematic monitoring while achieving 95% audit compliance rating across all programs. • Managed end-to-end investigation process, coordinating 22 investigations with 100% completion rate through third-party investigators and maintaining investigation turnaround time of <45 days for fraud, safeguarding, and policy breaches. • Delivered robust donor reporting by submitting 24 monthly fraud and risk management reports with zero compliance exceptions, maintaining 100% donor confidence rating and zero audit findings over 11-month period. • Championed safeguarding compliance as country safeguarding champion, ensuring adherence across 200+ internal and external stakeholders through 8 safeguarding audits that identified and remediated 12 control gaps with zero breaches.
Car & GeneralRisk and Compliance Manager
May. 2018 - Jun. 2019KenyaFrom a humble beginning in 1936 in Nakuru, Car & General is now the company behind a wide range of power generation, automotive, construction and industrial engineering products in East Africa. Today, our product range represents several international brand names. Early in my career at Car & General, I learned a fundamental truth, every company has risk. The question is whether they're managing it intentionally or hoping it doesn't explode. ► Looking back, these were the highlights of my journey here: • Entrenched organizational risk culture by establishing and maintaining risk registers for 4 entity locations, updating 12+ risk assessments aligned to framework while reducing unidentified risks by 55%. • Conducted quality assurance across governance infrastructure through review and standardization of organizational policies, processes, and procedures, achieving 92% compliance rate across all branches. • Delivered targeted compliance training program through 18 sessions and 8 branch visits engaging 120+ internal stakeholders, achieving 85% training completion and 82% post-training assessment pass rate. • Provided strategic risk advisory to senior management, delivering 15+ risk reduction recommendations with 12 implemented mitigation strategies that reduced risk exposure incidents by 38% year-over-year. • Ensured flawless regulatory and statutory compliance by preparing 4 quarterly board presentations with zero compliance exceptions, maintaining 100% reporting accuracy and zero missed deadlines or regulatory sanctions.
GlaxoSmithKline Pharma GmbHEthics, Risk & Compliance Analyst Kenya & East Africa
Nov. 2014 - Mar. 2018KenyaGSK is a focused biopharma company with strong momentum and big ambitions, to unite science, technology and talent to get ahead of disease together. We aim to positively impact the health of 2.5 billion people by the end of the decade, as a successful, growing company where people can thrive. Our R&D focus is on four therapeutic areas: respiratory, immunology and inflammation; oncology; HIV; and infectious diseases. Sometimes the biggest impact comes from seeing what's missing and having the courage to build it. Fresh in my career, I did something unconventional: I initiated an Anti-Bribery & Corruption Governance Forum. Nobody asked for it. There was no mandate. I just saw a gap and filled it. ► My contributions that supported the bigger picture include: • Spearheaded transition to automated risk management, migrating 60+ business risk registers from manual tracking to digital system while improving reporting efficiency by 65% and reducing monthly risk reporting time from 40 to 14 hours. • Championed management monitoring excellence by establishing monitoring cycles across East Africa region, identifying and resolving 48 compliance issues with 100% timely remediation and improving control environment effectiveness by 42%. • Built compliance capability through targeted training, delivering 40+ sessions to 180+ internal and external stakeholders on ABAC, conflict of interest, and onboarding with 90% completion rate and 87% assessment pass rate. • Ensured adherence to global compliance initiatives by managing execution of 5 major programs (GM confirmation, sanctions, export control) across 4 East Africa markets, maintaining 100% program compliance with zero violations. • Initiated Anti-Bribery & Corruption Governance Forum driving documentation excellence and engaging 25+ participants across management and operations, resulting in initiative being recognized as Best Practice and replicated across 3 additional regions.
Sing Africa-AFLEWO (Africa Let's Worship)Senior Administrator - Project Manager
May. 2006 - Oct. 2014Nairobi, KenyaBefore compliance transformed my career, I learned something equally valuable: how to build movements. For 8+ years, I led the AFLEWO Nairobi project, a grassroots worship initiative that grew into a regional institution. What started as an idea became an annual gathering of 10K-15K participants. Then it spread: Kigali/Dar es Salaam/Meru/Mombasa/Nakuru/Nyeri. Six chapters. One vision. I didn't just organize events. I built an ecosystem. I oversaw operations across 6 regional chapters, managing logistics, service providers, contracts, and budgets. I coordinated international chapter launches in Kigali and Dar es Salaam, navigating cross-border complexities and cultural nuances. I drafted operating budgets and identified cost-optimization measures that kept the organization lean and efficient. But the real magic was in the people. I led teams of volunteers, the lifeblood of any mission-driven organization. I learned that leadership isn't about authority; it's about inspiration. When you give people a reason to believe in something bigger than themselves, they move mountains. I provided that clarity and built that culture. The fundraising breakthrough: I led proposal writing and pitch initiatives that raised 3M+ KES annually for the Nairobi project. I managed project budgets, tracked expenditure, and built sponsor relationships that went beyond transactional. These weren't just donors, they were partners who believed in the mission. What this taught me: Every major initiative, whether it's a worship event or a compliance transformation, requires the same fundamentals: clear vision, strong operations, inspired teams, and stakeholder alignment. The skills I learned leading AFLEWO became the foundation for leading compliance functions at global scale. Both require the ability to move people, manage complexity and execute with precision.
Multiple Choices IVPartner Operations Director
Jan. 2005 - Mar. 2008NairobiIn 2005, a few of us shared a radical belief: Africa didn't have to follow the world's playbook. We could write our own. We saw communication as Africa's competitive advantage. We saw technology as the great equalizer. So we built a company to prove it. I co-founded Multiple Choices Inv with a mission to create 2.0 web applications and guide businesses on online brand strategy and digital marketing. But founding a company taught me something that would shape my entire career: operations and governance aren't boring infrastructure, they are the difference between a movement that lasts and one that fizzles. I took on the role of Partner Operations Director with a clear mandate of ensuring every day's work aligned with our ambitious vision. I monitored and evaluated work activities across the organization, translating strategic ambition into operational reality. I designed governance frameworks and policies that enabled a startup to scale without losing its soul. I also oversaw every contractual engagement and managed financial and accounting functions, ensuring we were disciplined with resources while remaining bold with vision. But the real test was people. I led recruitment and training of part-time staff and interns, building a team that believed in the mission as much as we did. I learned early that talent isn't just about hiring smart people, it's about creating an environment where ambitious people want to contribute their best work.
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