In one sentence, what is your one new responsibility as MD that you did not have as Food Systems and Inclusive Growth portfolio lead?

Wow, well I’m very excited to be leading such a wonderful, innovative and values-driven organisation and of course, playing an MD role for the first time!

What’s the most exciting aspect about becoming MD of Wasafiri?

There are many exciting aspects of becoming MD of Wasafiri, and let me share two…

The first is that it allows me to continue to heed my father’s advice from when I was setting out in my career: ‘…seek out the most effective people who are fun to work with – and go work with them’.

Another is that over five years I’ve seen just how amazing Wasafiri is from the inside, not just in the accomplishments it has achieved typically in very complex areas where we work like countering violent extremism on the coast of Kenya and helping food systems evolve through support to small food businesses – but also in how we work in the world. I’m consistently impressed by how Wasafiri manages to punch above its weight – in part because we build relationships for the long term. I intend to continue this trajectory.

What’s most daunting?

Good question, I think the most daunting aspect is filling the shoes of the wonderful Kate Simpson who has done a fantastic job over the past four years in enabling our operating system, culture, systems approach and impact to really take off.

I’m delighted she will be around in the months and years ahead to offer sage advice. She now leads our new Wasafiri Institute as we create new ways to help systems leaders have even more impact with the challenges they are facing. You’ll hear about this in 2022!

What’s your vision for the future of Wasafiri as we launch Wasafiri 3.0?

My vision for Wasafiri is that we accelerate how we support diverse systems leaders to better grapple with some of the world’s toughest problems from local communities to global gatherings in the areas of violent extremism, conflict, climate change, loss of nature, food systems and reducing poverty.

I believe that Wasafiri can play a leading role, both in bringing systems leadership into focus for more people and critically, helping people develop their systems leadership in day-to-day decisions so that it is used to improve lives and the environment.

Anchoring collaborations that empower individuals and groups to make different decisions, particularly if disadvantaged, is what truly inspires me.

I’m very excited about the next year or two with Wasafiri looking to advance three areas:

1. Establish our Wasafiri Institute with firm foundations so it can thrive in years to come
2. Grow and diversify our work stabilising conflict settings and transforming food systems
3. Making a meaningful contribution in tackling climate change and encouraging nature to rebound

Connected to these, I’d say we intend to make strides in innovating at the nexus between conflict, food and climate. These issues typically affect people and our environment together and I’m confident there is more we can do to tackle these issues in a joined-up manner.

What management style or approach do you plan to take as MD?

I see my job in simple terms: empowering people across the business to make good decisions.

Wasafiri has an effective decentralised ‘domain’ model where individuals lead their areas, taking all relevant decisions. We actively avoid decision-making easing its way up towards the MD. And like my predecessor from whom I’ve learned much, I look forward to nurturing this model and supporting the people best equipped to make good decisions.

How is Wasafiri different?

Let me share two important ways among many that I feel Wasafiri is different:

Firstly, we believe we’ve proven the value of a globally significant and practical systems change approach, which we call Systemcraft, in practical settings with diverse leaders at all levels who wish to make better decisions today and tomorrow for the longer term. Clients, consultants and partners are valuing Systemcraft in support of their strategic and day-to-day decisions.

Secondly, we’ve nurtured a lovely and special culture as staff, with our consultants, and with our partners and clients. We call it ‘Wasafiri spirit’. This feels important to us, and I’m keen we continue to shepherd our culture as we grow.