Caroline is shaping a new leadership conversation across Africa and MEA through her emerging LinkedIn series on the thesis that every company is becoming a technology company. In her recent article, “Every CEO & Board Must Now Think Like a Tech Company,” she outlines why modern leadership must prioritize cloud, data, AI, and platform-driven models.
Rita joined the motor industry in 1995 in the sales and marketing department of then General Motors EA. She has worked her way through the ranks both in Kenya and South Africa, excelling in all the positions she has held. In recognition of her business acumen, General Motors nominated her for a leadership sponsored programs at Harvard Business School to further sharpen her skills.
Dr. Asonga’s leadership is evident in her most recent election as a director representing East Africa on the Africa’s Internet Registry (AFRINIC) board, through an election process that got the resource holders to vote. Dr. Asonga reputation as a dependable and proven performer got her endorsed not only by the region’s service providers but also governments through the African Telecommunications Union and Smart Africa.
“As a business, we are always watching, researching, and understanding how consumer dynamics are evolving,” Ms. Karuku explains. Today’s consumers want more than a drink: they want flavour, choice, and experiences whether entertaining at home, exploring new social spaces, or seeking lighter alcoholic options that reflect wellness priorities.
Looking ahead, Ndegwa’s vision for Jambojet is a strategic regional expansion, solidifying its status as the model airline for affordable, accessible, reliable air travel.
Her governance footprint extends beyond formal corporate appointments. She is a member of The Boardroom Africa, a pan African initiative strengthening corporate governance by increasing the representation and preparedness of women on boards across the continent.
According to Joseph Noel Ogega Onsando, “Strong leadership is not about position; it is about vision, consistency, and the courage to transform.”
Beyond the boardroom, he remains committed to community empowerment. For instance, as a field volunteer with ANPPCAN, he dedicated time to supporting women who have been formerly incarcerated, equipping them with business skills and facilitating access to micro-loans to help them rebuild their lives.
In 2024, Kenya Airways recorded a KSh 5.4 billion profit after tax, its first annual profit in over a decade and the highest in the company’s history. This milestone symbolized the culmination of disciplined restructuring, cost optimization, and commercial reorientation.
When Gitogo returned to Britam in 2022, the business was steady but not firing on all cylinders. “We had the fundamentals; a good brand, solid teams, loyal customers, but the energy needed refocusing,” he said in a recent interview. Two years later, Britam reported KSh 7.3 billion in profit for 2024, its strongest performance in years. The turnaround came from disciplined execution: tightening operations, improving returns from investments, and aligning the regional businesses around a shared strategy.
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