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TOM SHIVO
CHIEF PEOPLE OFFICER – KENYA AIRWAYS
An Architect of Human Potential and Culture Champion in Global Aviation
In the world of business transformation, there are those who manage change-and then there are those who ignite it. I am Tom Shivo. I have spent over three decades shaping human potential, unlocking growth, and reimagining what’s possible when people and culture are placed at the intersection of strategy. Today, I proudly serve as the Chief People Officer at Kenya Airways, where my mission is simple but profound: to restore the pride of our national airline by empowering our people to fly higher, dream bigger, and lead boldly.
Holding a Master of Business Administration degree in Human Resources Management, a Bachelor of Education’s degree in Education, and a Higher National Diploma in Human Resources Management, my aca-demic journey has been enriched by a pursuit of continuous learning, through global leadership certifications that sharpened both my strategic acumen and emotional intelligence. Beyond the credentials lie a deeper calling-the desire to merge human development with enterprise success, and to build cultures where talent thrives and purpose is shared.
Born and raised in a disciplined military camp under the steady hand of my father-a distinguished officer in the Kenya Air Force, I grew up with the skies etched into my dreams. I was destined, I believed, to become a pilot: a guardian of the skies, uniting people across borders and safeguarding my nation. I immersed myself in aviation literature, memorized aircraft capabilities, and envisioned life in a cockpit.
That dream, however, met a hard truth when I was diagnosed with colorblind-ness-a disqualifier for pilot training. Yet, in that moment of redirection, life unveiled another runway-one where my passion for people, education, and leadership could take off. I enrolled at Kenyatta University for a degree in Education, unknowingly setting course for a lifelong commitment to empowering others.
My real pivot to Human Resources came coincidentally, through a chance meeting with an HR Director at a sugar company. He wasn’t just a leader; he was a vision. His composure, persuasive communication, and presence-complete with Queen’s English, a signature Volvo station wagon, and a scent of affluence, left an indelible impression. He encouraged me to blend my sociological and psychological insights from my education degree with HR’s transformative potential. That spark ignited a fire I’ve nurtured ever since. This encounter freed me from the dreams in flight: from military ambition to hu-man-centric leadership.
To date, with 30 years of professional experience, 26 of those in HR, I have journeyed from humble beginnings to executive leadership, always driven by the conviction that people are not just resources, they are the soul of any organization. From laboring as a mason and selling snacks on Nairobi’s streets to teaching kindergarten in private schools, my early career was rich in human experience and humility. These moments taught me humility, resilience, grit, and the power of showing up-even when the odds are stacked: a journey and legacy of leadership across sectors had commenced.
As my career evolved, I held HR leadership roles across hospitality, manufacturing, telecommunications, banking, and aviation, building inclusive cultures, driving performance, and leading com-plex transformations. At every step, I’ve championed the belief that when you align people strategy with business ambition, you create magic-performance takes off, innovation accelerates, and culture becomes your competitive edge.
At Kenya Airways, I steward a workforce of over 4,800 employees across multiple geographies. Managing such a diverse team in a highly regulated and fast-evolving industry like aviation demands more than policies-it calls for cultural fluency, global perspective, and visionary leadership.
From navigating divergent labour laws to integrating local values into a unified global culture, my work centers on one truth: Diversity is not a challenge-it’s a strategic advantage. By balancing localization with standardization, we’ve fostered a workplace where employees in Nairobi, Amsterdam, or Johannesburg feel seen, heard, and empowered; true testimony that culture is, indeed, a catalyst for transformation.
Our talent development strategy at Kenya Airways is more than programs-it’s a pipeline to the future. We invest in leadership academies, mentorship networks, technical certifications, and simulation training, ensuring our people are ready not just for today, but for the unknowns of tomorrow.
The goal is to build a workforce that is agile, customer-obsessed, and innovation-driven. We are growing our fleet and expanding our routes to re-position ourselves as Africa’s premier airline. To achieve this, we are cultivating a culture where ideas flourish, leadership is decentralized, and every employee feels they belong.
We’ve mainstreamed innovation through youth-led initiatives that have birthed breakthroughs such as KQ’s Water Plant, Drone Division (Fahari Aviation), Pyro-diesel from plastic waste, and even the world’s first passenger-to-freighter B787 conversion during COVID-19. These aren’t just wins for us-they are proof that when you nurture talent, innovation becomes inevitable; proof that when we enable a sense of belonging, talent is unleashed, and innovation follows: A sure way of building for the future.
Belonging is no longer a slogan it’s our strategic imperative. In a world fragmented by geography and difference, we are creating spaces where every culture, identity, and perspective has a place. Our inclusion efforts are shaping not just a diverse workforce, but a dynamic community of changemakers.
Over time, three key lessons have shaped my philosophy as a people leader. These are:
- People power transformation. Strategy alone does not win wars-people do. An empowered, inspired workforce is the most sustainable competitive advantage.
- Adapt or become obsolete. Global dynamics shift at breakneck speed. Innovation, not tradition, secures your place in the future.
- Empathy is strength. Leadership is not just about decisions-it’s humility to listen, understand, and connect. It’s in the human moments where real impact is made.
Among the leaders I admire, Angela Merkel stands tall. Her calm, pragmatic, and principled leadership reminds me that impact is not about noise-it’s about substance. She led with empathy, steadiness, and an unwavering sense of du-ty-values I strive to reflect in my leadership every day.
It is no coincidence that my son pursued his university education in Germany-a quiet tribute to the kind of leadership I hope to model and pass on.
As I look toward the next chapter beyond the boardroom, I maintain a vision rooted in purpose. My ambition is two-fold:
- Professionally, I seek to lead a strategic business unit or enterprise, where I can blend my HR expertise with commercial vision to drive sustainable growth within the airline industry.
- Personally, I am deeply committed to modern, integrated farming, creating a blueprint for young professionals seeking alternative, meaningful ventures. It’s not just agriculture-it’s legacy-building through food, sustainability, and community.
My story is not one of linear success-it’s a testament to adaptability, vision, and purpose. I have trans-formed challenges into launchpads, built cultures where people thrive, and championed change in every role I’ve held.
As a steward of people and culture, I stand committed to shaping the future of work in Africa-one that is inclusive, innovative, and deeply human. Not just as a people and culture executive, but as a change maker who believes that when we invest in people, we unlock the future.
