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Esther Ngari: Setting the Gold Standard for Leadership and Trust in Africa

Posted on May 13, 2026 by The Fortune Leaders

In the evolving landscape of global commerce and governance, few leaders embody the intersection of technical expertise, public service, and visionary leadership as effectively as Esther Ngari, Managing Director of the Kenya Bureau of Standards. At a time when economies are increasingly defined by trust, compliance, and quality, Esther stands at the forefront of shaping systems that quietly but powerfully influence markets, industries, and everyday lives.

Her leadership is not built on rhetoric but on results anchored in integrity, driven by purpose, and focused on long-term national and continental impact. As one of Africa’s leading women in regulatory leadership, Esther is redefining what it means to lead a standards institution in a fast-changing world.

A Purposeful Journey Rooted in Quality and Systems Thinking

Esther Ngari’s professional journey reflects a deliberate and strategic evolution. Beginning her career in industry, she developed a deep understanding of how standards function as invisible yet essential pillars of trust in markets. These early experiences shaped her appreciation for quality systems not as abstract frameworks, but as practical tools that enable efficiency, safety, and credibility.
Her transition into public service marked a significant turning point. In this space, she took on increasingly complex roles that required balancing scientific rigor, policy frameworks, and the often-competing interests of diverse stakeholders. Each step in her journey was defined by a commitment to strengthening systems and driving meaningful reform.

Key milestones along the way include leading institutional transformation initiatives, enhancing national quality systems, and positioning Kenya as a strong voice in international standard-setting platforms. Her appointment as Managing Director of KEBS represents both the culmination of years of disciplined growth and a platform to deliver systemic impact at a national and global level.

Leadership Anchored in Integrity, Courage, and Service

At the heart of Esther’s leadership philosophy are three core values: integrity, courage, and service. These are not abstract ideals but operational principles that guide every decision she makes.

Integrity, in her view, is the foundation of any regulatory institution. Without it, credibility collapses, and with it, public trust. Courage follows closely because leadership in a high-stakes environment often requires making difficult and sometimes unpopular decisions. For Esther, doing what is right consistently outweighs the need for approval.

Service completes this triad. She remains deeply aware that every standard set, every product certified, and every regulation enforced ultimately impacts the lives of ordinary citizens. This sense of responsibility shapes her approach, ensuring that policy decisions are always aligned with public good.

Transforming KEBS Through Strategic Reform

Under Esther’s leadership, KEBS has undergone a significant transformation driven by a clear and focused strategy. At the core of this transformation is a three-pronged approach aimed at strengthening standards development, market surveillance, and institutional culture.

The first pillar focuses on aligning Kenya’s standards with international benchmarks such as those developed by African Organisation for Standardisation, International Organization for Standardization, and International Electrotechnical Commission. By ensuring that standards are developed through inclusive and meaningful industry consultation, KEBS is enhancing both relevance and compliance.

The second pillar emphasizes a shift from reactive enforcement to predictive, risk-based market surveillance. By leveraging data and analytics, the institution is now able to identify potential risks before they escalate, improving efficiency and consumer protection.

The third pillar represents a cultural shift from a bureaucratic gatekeeping model to a facilitative, business-friendly approach. Esther strongly believes that standards should enable trade, not hinder it. This transformation has already led to increased business confidence and improved compliance rates across sectors.

Breaking Barriers and Redefining Leadership

As a woman leading a critical national institution, Esther has faced challenges that go beyond the technical demands of her role. Leadership in such environments often comes with heightened scrutiny, and gender-based expectations can add another layer of complexity.

Rather than allowing these challenges to define her, Esther has chosen to navigate them through consistency, competence, and results. She has built credibility not through assertion but through delivery demonstrating that effective leadership is grounded in performance and integrity.

Importantly, she views these challenges as opportunities to reshape perceptions and pave the way for future generations of women leaders. By setting new standards of leadership, she is contributing to a broader cultural shift within governance and business.

Embracing Digital Transformation and Innovation

In an increasingly digital world, Esther has positioned KEBS as a forward-looking institution that embraces innovation as a core operational strategy. Digital transformation at KEBS is not treated as a one-time initiative but as an ongoing evolution.

Key processes have been digitised, significantly reducing turnaround times and eliminating inefficiencies that previously burdened businesses. The integration of data analytics into market surveillance has enabled more precise and targeted enforcement, enhancing both effectiveness and transparency

Furthermore, KEBS is actively engaging with emerging sectors such as e-commerce and smart technologies. By anticipating future trends and adapting standards accordingly, Esther ensures that Kenya remains ahead of the curve in a rapidly changing global market.

Standards as Catalysts for Economic Growth

Esther often describes standards as the “silent architecture of prosperity.” This perspective underscores her belief that strong regulatory frameworks are essential for sustainable economic development.

By reducing uncertainty in transactions, standards create an environment where businesses can invest with confidence and consumers can make informed decisions. In the African context, the harmonisation of standards is particularly critical for unlocking the full potential of intra-African trade.

With initiatives like the African Continental Free Trade Area gaining momentum, Esther emphasizes that aligned standards will be key to ensuring seamless trade across borders. Through KEBS, Kenya is playing a leading role in driving this convergence and strengthening the continent’s economic integration.

Leadership in Times of Crisis

The COVID-19 pandemic presented one of the most challenging periods for global systems, and Esther’s leadership during this time stands as a testament to her resilience and clarity of purpose. Serving in a senior technical capacity, she played a critical role in ensuring the availability and regulation of essential products such as personal protective equipment and sanitizers.

Faced with rapidly evolving circumstances, KEBS responded by fast-tracking standards, issuing timely guidance, and making critical information accessible. Despite the urgency, the integrity of standards was never compromised.

This experience reinforced a fundamental lesson: in times of crisis, the importance of standards is amplified. Esther’s ability to lead with calm, evidence-based decision-making ensured that the institution remained both responsive and reliable under pressure.

Mentorship and Building Future Leaders

Esther’s leadership philosophy extends beyond institutional success to include the development of future leaders. She strongly believes that leadership is not about individual achievement but about creating pathways for others.

Through mentorship programs and capacity-building initiatives, she has actively worked to nurture talent within and beyond KEBS. Her approach emphasizes not only technical competence but also leadership readiness, ensuring that the next generation is equipped to navigate complex challenges. For Esther, mentorship is also about honesty providing a realistic understanding of what leadership demands while inspiring others to rise to the challenge.

A Vision for KEBS and Beyond

Looking ahead, Esther envisions KEBS as Africa’s gold-standard institution recognized for its technical excellence, innovation, and policy leadership. Her long-term strategy includes integrating KEBS into regional digital trade systems and contributing to the development of pan-African standards that enhance global competitiveness.

With a focus on key milestones such as 2030 and beyond, her vision is both ambitious and grounded. She aims to build an institution that is trusted by all stakeholders from small-scale traders to multinational corporations. Central to this vision is the idea of intergenerational impact. Esther is not just building for the present but laying the foundation for a future where KEBS continues to lead and innovate.

Advice to the Next Generation of Women Leaders

Esther’s message to young women aspiring to leadership roles is both practical and empowering. She emphasizes the importance of preparation, urging them to develop deep expertise and build reputations based on substance.

She also highlights the need for sponsorship advocates who can open doors and create opportunities. Most importantly, she encourages women to challenge existing norms rather than conform to them, and to uplift others along the way.

A Legacy Built on Impact, Not Applause

For Esther Ngari, leadership is not about visibility or recognition. It is about impact often quiet, sometimes unseen, but always meaningful. The work of a regulator may not attract headlines, but its influence is profound.

From ensuring the safety of products to enabling businesses to thrive, her contributions are woven into the fabric of everyday life. Her legacy is one of trust, reliability, and progress a testament to the power of purposeful leadership.

As she continues to lead KEBS into the future, Esther is not just shaping an institution; she is shaping a nation’s confidence in quality and a continent’s path toward economic transformation.

Redefining Global Leadership: An Interview with Rana Alnasir-Boulos

Posted on April 22, 2026April 22, 2026 by The Fortune Leaders

I am Rana Alnasir-Boulos, Chairperson of the Global Women Forum (GWF) and Director Business Development of the EITEP Institute to which GWF belongs, dedicated to fostering leadership, empowerment, and opportunities for women and youth across the globe. With over a decade of experience in leadership, intercultural training, and public speaking, I have worked tirelessly to bridge cultures, industries, and generations to create platforms where women can thrive. Through initiatives like the World Woman Leader Award, I recognize and support women driving meaningful change. My journey has been shaped by a commitment to mentoring, inspiring, and equipping the next generation of leaders to confidently pursue their goals and redefine global leadership.

Here are the key highlights from the interview:

Can you share your professional journey and what inspired you to become a global advocate for women’s empowerment and leadership?

My professional journey has spanned leadership roles, cross-cultural training, and advocacy for women in business, STEM, and public policy. I was inspired to become a global advocate for women’s empowerment after witnessing the untapped potential of women and youth, particularly in regions where cultural and structural barriers limit their opportunities. My mission has always been to create platforms, networks, and initiatives that enable women to lead, innovate, and influence decision-making on a global scale.

As the Chairperson of the Global Women Forum, what is your vision for empowering women and youth worldwide?

As Chairperson of GWF, my vision is to empower women and youth worldwide by providing mentorship, education, and networking opportunities, while bridging the gap between industries, cultures, and generations. I aim to create an inclusive ecosystem where women can access resources, knowledge, and support to grow as leaders and agents of change.

Through initiatives such as the World Woman Leader Award, how do you recognize and support women leaders making an impact globally?

The World Woman Leader Award celebrates women who are driving meaningful impact in their communities and industries. By highlighting their achievements, sharing their stories, and connecting them with global networks, we aim to inspire other women to pursue leadership roles and create positive change.

As an intercultural trainer, how important is cultural understanding and diversity in building strong global leadership?

As an intercultural trainer, I strongly believe that cultural understanding and diversity are essential for building strong global leadership. Leaders who embrace diverse perspectives can foster collaboration, creativity, and innovation while creating inclusive environments that empower all voices to be heard.

You are also a public speaker. How do you use speaking platforms to inspire change and motivate women to pursue leadership roles?

Through public speaking, I use platforms to share insights, experiences, and strategies that motivate women to step into leadership roles with confidence. Speaking engagements allow me to challenge norms, highlight success stories, and inspire women and youth to pursue careers and initiatives that can transform industries and communities.

What challenges have you faced while advocating for women’s leadership, and what lessons have these experiences taught you?

Advocating for women’s leadership comes with challenges, including overcoming systemic biases and cultural barriers. These experiences have taught me the importance of persistence, empathy, and collaboration, as well as the power of building networks that amplify voices and create lasting impact.

What advice would you give to young women who aspire to become leaders and create meaningful change in their communities and industries?

To young women aspiring to lead, I would say: believe in your vision, embrace your unique strengths, and seek out mentors and networks that support your growth. Take initiative, challenge conventions, and remember that true leadership is not just about personal success, but about uplifting others and creating opportunities for meaningful change.

Interview With Hiran Daluwatta, Founder and CEO of Noteworthy Global

Posted on April 22, 2026April 22, 2026 by The Fortune Leaders

Hiran Daluwatta, Founder and CEO of Noteworthy Global, is a purpose-driven leader at the forefront of sustainable investment and climate-focused development. Guided by a strong sense of stewardship, he bridges global capital with high-impact projects that prioritize people, planet, and long-term progress. With a background spanning climate finance, international collaboration, and large-scale development, Hiran brings integrity and vision to every initiative. Under his leadership, Noteworthy Global is redefining responsible investment through innovation, transparency, and ethical growth. His work reflects a deep commitment to building resilient economies and leaving a meaningful legacy for future generations.

Here are the key highlights from the interview:

What inspired you to establish Noteworthy Global, and how has your personal and professional journey shaped the company’s mission?

Noteworthy Global was born from both conviction and calling. I have always believed that investment is not merely a financial exercise, but a responsibility — a form of stewardship. Through my professional journey in climate finance, international collaboration, and large-scale development projects, I witnessed a recurring gap: meaningful, high-impact opportunities existed, yet there were too few platforms built on trust, integrity, and long-term purpose to connect them with global capital.

Faith has shaped how I see this work. It reminds me that resources are entrusted to us not just to grow, but to serve. That belief inspired me to establish Noteworthy Global — a company grounded in values, designed to bridge capital with purpose-driven development that uplifts communities and safeguards the future.

As a father, communicator, and global citizen, I am deeply conscious of the legacy we leave behind. Our mission is guided by the principle that true success lies in creating sustainable change, restoring balance between people and the planet, and building economies that are resilient, just, and forward-looking.

What is the core vision behind Noteworthy Global, and how do you believe your organization is influencing or transforming its industry?

At its heart, Noteworthy Global exists to connect purposeful global capital with projects that serve both people and progress. Our vision is rooted in the belief that development should restore, not extract — and that prosperity should be shared, not concentrated.

We work across renewable energy, agrivoltaics, sustainable land development, and innovative technologies, always guided by principles of climate resilience and social responsibility. What differentiates us is our holistic approach. We do not simply facilitate investment; we help design, structure, de-risk, and implement projects with long-term impact in mind.

In an industry often driven by short-term returns, Noteworthy Global is helping shift the narrative. We demonstrate that ethical, responsible investment is not only morally sound, but economically strong. In doing so, we are transforming sustainability from a buzzword into a disciplined, values-led strategy for growth.

How would you describe your leadership style, and what values guide your decision-making as a CEO?

My leadership style is collaborative, servant-minded, and purpose-led. I believe leadership is not about control or status, but about responsibility — creating space for others to grow while remaining accountable for the direction we take.

Faith reminds me that leadership is ultimately about service. The values guiding my decisions are integrity, transparency, humility, and vision. In every decision — whether strategic or operational — I ask two fundamental questions:
Does this honour our responsibility to people and the planet?
Does this contribute to meaningful, lasting impact?

These principles keep me grounded, focused, and aligned with our mission, even as we pursue ambitious goals.

What major challenges have you faced while building Noteworthy Global, and what key milestones are you most proud of achieving?

Building Noteworthy Global has required perseverance, patience, and trust. Early challenges included earning credibility, aligning diverse international stakeholders, and navigating complex regulatory environments across multiple markets. In the sustainability space, trust is earned over time through consistency and action.

What I am most proud of is that we stayed true to our values throughout this journey. Key milestones include:

Establishing Noteworthy Global as a trusted partner for high-impact climate and land-development initiatives
Leading flagship projects such as the 100MW Agrivoltaics initiative in Sri Lanka, which integrates clean energy with community upliftment
Building a global network of investors, experts, and collaborators who share a purpose-driven vision

Each milestone is a reminder that when work is guided by integrity and perseverance, progress follows.

How is Noteworthy Global leveraging innovation to stay ahead, and what upcoming initiatives excite you most?

Innovation, for us, is a tool for stewardship. We integrate technology, data, and sustainability intelligence to create projects that are resilient, bankable, and future-ready.

One of our most impactful innovations is advancing agrivoltaic and hybrid development models — where renewable energy, food security, farmer livelihoods, and environmental protection coexist. We are also embedding smart agriculture systems, climate-risk analytics, and advanced monitoring technologies into our projects.

Looking ahead, I am particularly excited about:

Expanding agrivoltaic developments across Asia and Africa
Strengthening UK–South Asia investment corridors
Launching new venture partnerships focused on food security, renewable energy, and sustainable land use

These initiatives reflect our commitment to responsible growth that serves both present and future generations.

What advice would you give to aspiring leaders and entrepreneurs who aim to build impactful, purpose-driven companies?

Begin with purpose — and stay anchored to it. When your work is rooted in something bigger than personal gain, it sustains you through uncertainty and challenge. Financial success and recognition are outcomes, not foundations.

Faith teaches patience and resilience. Impact-driven leadership requires endurance, humility, and courage. Surround yourself with people who believe in the mission, challenge your thinking, and walk the journey with integrity.

Above all, lead with both conviction and compassion. The world does not only need smarter leaders — it needs wiser ones.

Can you share a success story or transformative project that reflects the real impact of Noteworthy Global?

One of the most meaningful projects we are developing is AgriVolt Trinco 100, a 100MW agrivoltaics initiative in Sri Lanka. This project goes far beyond power generation. It supports over 3,000 farmers, provides free seeds through two dedicated seed farms, introduces solar-powered drying facilities, integrates bee colony barriers for elephant protection, and strengthens climate-resilient agriculture across the region.

This project reflects the essence of Noteworthy Global:
stewardship, innovation, sustainability, and community upliftment.

It is living proof that when investment is guided by purpose and responsibility, it can transform not just industries, but lives — and contribute meaningfully to national and generational

Daniel Bett, Founder, Tigal Water Splash | Transforming Communities Through Clean Water Innovation

Posted on April 22, 2026April 22, 2026 by The Fortune Leaders

Daniel Bett is the Founder of Tigal Water Splash, a youth-driven non-profit organization in Kenya focused on expanding access to sustainable water and sanitation solutions in underserved communities. Through community-driven projects and youth leadership initiatives, the organization works to improve health, education, and long-term resilience by ensuring reliable access to clean water.

My name is Daniel Bett, and I am the Founder of Tigal Water Splash, a youth-driven non-profit organization in Kenya dedicated to expanding access to clean water and sanitation in underserved communities. My journey began with a deep passion for community development and youth empowerment. What started as a small community initiative called Youth for Change has grown into Tigal Water Splash, delivering sustainable water solutions and hygiene education across several counties. By empowering young people to lead community-driven projects, we aim to create lasting solutions that improve health, education, and livelihoods.

Here are the key highlights from the interview:

1. Can you share the inspiration behind founding Tigal Water Splash and what motivated you to enter the water solutions industry?

The inspiration came from witnessing families and children walk long distances every day to fetch unsafe water. Many children missed school, and water-related illnesses were common in the communities around me. I realized that clean water is not just a necessity, it is the foundation for health, education, and development. This realization led me to start Youth for Change, which later evolved into Tigal Water Splash.

2. As a founder, what key leadership principles have guided you in building and growing Tigal Water?

My leadership approach is guided by integrity, accountability, and collaboration. I believe sustainable impact comes from building trust with communities while empowering others to lead. By mentoring young leaders and fostering partnerships with stakeholders, we create solutions that extend beyond individual projects.

3. What are some of the biggest challenges you faced in the early stages of the company, and how did you overcome them?

Like many grassroots initiatives, we started with limited resources and minimal funding. Building trust with communities and partners also required patience. We focused on delivering small but meaningful results such as repairing hand pumps, installing rainwater systems, and training communities to maintain them.

4. How does Tigal Water aim to make a meaningful impact in providing sustainable and reliable water solutions to communities?

Our approach combines infrastructure with community empowerment. Alongside installing or rehabilitating water systems, we train youth and community members in maintenance, hygiene practices, and responsible water management to ensure long-term sustainability.

5. In your opinion, what role does innovation and technology play in improving access to clean and safe water today?

Innovation plays a vital role in making water solutions more reliable and sustainable. Technologies such as solar-powered pumps, water testing kits, and digital monitoring systems help ensure water safety and reduce system downtime.

6. What is your long-term vision for Tigal Water, and how do you plan to scale its impact in the coming years?

Our vision is to expand access to clean water and sanitation across more regions of Kenya and eventually beyond. We aim to scale through strategic partnerships, technology integration, and youth leadership programs.

7. What advice would you give to aspiring entrepreneurs and leaders who want to create businesses that solve real-world problems?

Start by deeply understanding the problem you want to solve and engage directly with the communities affected. Be patient and persistent, as meaningful impact takes time. Lead with empathy and integrity while focusing on solutions that genuinely improve people’s lives.

“When communities gain access to clean water, they gain health, dignity, and opportunity. That is the transformation we work toward every day.”

Codeyard: Building Technology That Actually Works

Posted on April 22, 2026April 22, 2026 by The Fortune Leaders

When Haimal Khetan started Codeyard in 2019, it didn’t begin in a flashy office or with venture capital backing. It started in a small room, with limited resources, a laptop, and a clear frustration he had seen play out repeatedly around him. Friends, family members, and businesses would invest in websites or applications, only to be left disappointed months later — broken systems, poor performance, and technology that failed the moment it was put to real use.

“Technology should make life easier, not more complicated. If it doesn’t scale, perform, and last — it’s already broken.”

For Haimal, the problem wasn’t ambition or ideas. It was execution.

Before founding Codeyard, Haimal worked closely in the startup environment where he gained hands-on exposure to technology, scalability, and the realities of building digital systems that need to grow. That experience shaped his understanding of how fragile poorly built technology can be — and how powerful well-designed systems become over time. He saw firsthand that most businesses don’t fail because they lack vision, but because the technology supporting them is unreliable.

That insight became the foundation of Codeyard.

“I kept hearing the same complaint everywhere — the website doesn’t work properly, the app breaks, nothing scales,” Haimal recalls. “So we set out with a simple mission: deliver quality software and products at honest pricing, always.”

From Services to Systems

Codeyard began by building websites and software solutions for people close to Haimal — friends, family, early clients — and grew steadily through word of mouth. The focus from day one was not volume, but reliability. That approach led to strong client retention and long-term relationships, eventually earning Codeyard recognition as a Shopify Expert Partner and a Wix Studio Legend Partner.

But for Haimal, services were never the end goal.

“Services help you understand problems deeply,” he explains. “But products help you solve those problems at scale.”

Today, Codeyard operates as a product-driven technology company that builds high-quality SaaS platforms, Wix and Shopify templates, apps, and digital products — supported by services in web development, e-commerce, SEO, AI Engine Optimization, and digital growth. The services arm acts as a feedback loop, continuously informing product decisions with real-world data and real client needs.

One of Codeyard’s flagship product directions includes SaaS platforms for the medical industry, alongside marketplace-ready templates and apps for Wix and Shopify. The company is also actively developing AI-powered tools designed to improve productivity and simplify workflows rather than replace people.

“AI isn’t here to replace us,” Haimal says. “It’s here to make us more efficient, more productive, and more focused on meaningful work.”

A Leadership Style Built on Ownership

Haimal’s leadership philosophy is deeply rooted in ownership and long-term thinking. He believes that founders and leaders must understand the technology they build — not just manage teams around it. At Codeyard, quality is non-negotiable, regardless of whether the output is a SaaS platform, a template, or a client project.

Another defining principle is accessibility without compromise.

“There’s a misconception that affordable software has to be bad software,” he explains. “That’s simply not true. With the right systems, discipline, and experience, you can deliver high-quality technology that’s still accessible.”

Both Haimal and his co-founder, Binesh, bring more than a decade of experience in the tech industry. That depth allows Codeyard to avoid shortcuts and focus on stability, performance, and scalability — areas where many digital projects fail silently over time.

The Build–Operate–Transfer Model

As Codeyard grew, Haimal faced a challenge common to many founders: how to scale without becoming the bottleneck. The solution came in the form of a Build–Operate–Transfer model.

“I’m naturally drawn to new ideas and new challenges,” he says. “I enjoy researching problems, validating ideas, and building systems to a stable point.”

Under this model, Haimal personally drives the early stages of new initiatives — ideation, validation, and initial execution. Once a product or system reaches stability, ownership is transferred to capable leaders within the organization, allowing teams to scale independently while he steps back into a strategic oversight role.

This approach has enabled Codeyard to remain agile while continuously innovating, without sacrificing operational consistency.

Scaling with Intent

Looking ahead, Codeyard’s goals are ambitious but grounded. In the short term, the company is focused on launching multiple new products across SaaS, marketplace templates, and AI-driven tools. To support this growth, Codeyard is actively hiring and building dedicated product teams.

In the long term, Haimal is clear about the direction: scale, profitability, and global impact — without losing execution quality.

“We want Codeyard to be known as a company that ships useful products consistently,” he says. “Not experiments that break, but systems people can rely on.”

Rather than chasing trends, Codeyard’s strategy centers on identifying real gaps in industries and building solutions that simplify complexity. Whether it’s healthcare platforms, AI-powered productivity tools, or e-commerce infrastructure, the focus remains the same: make technology work quietly and reliably in the background.

Advice for the Next Generation

For emerging entrepreneurs and leaders, Haimal’s advice is refreshingly direct.

“Don’t confuse hype with progress,” he says. “Build things that work. Learn the technology deeply. Stay close to your users. And don’t rush scale before stability.”

In an industry that often rewards speed over substance, Haimal believes discipline and execution remain the most underrated advantages.

A Vision Beyond 2026

As Codeyard continues to expand its global footprint, Haimal envisions the company becoming a quiet but powerful force behind thousands of businesses worldwide. Through SaaS platforms, templates, apps, and AI-driven systems, Codeyard aims to remove friction from how people use technology.

“If we do our job right,” he reflects, “people won’t think about the technology — they’ll just trust it.”

In a digital landscape crowded with promises, Codeyard’s story stands out for its simplicity: build quality, scale responsibly, and never forget that technology exists to serve people, not frustrate them.

That philosophy may be understated — but it’s precisely what makes Haimal Khetan one of Asia’s most influential business leaders to watch in 2026.

📌 Visit Haimal Khetan 👉 – LinkedIn Profile

🌐 Explore Codeyard 👉 – Company Website

Interview with Zimkhita Buwa, Chief Executive Officer of Intellinexus

Posted on March 10, 2026April 8, 2026 by The Fortune Leaders

Zimkhita Buwa is the Chief Executive Officer of Intellinexus, a South African data advisory company focused on turning complex data into actionable insights that drive measurable business outcomes. With over 20 years of experience in innovation and digital transformation, her career spans roles across analytics, automation, and enterprise technology. She began her professional journey as an SAP Business Intelligence Analyst at an African-based energy group and went on to hold senior leadership positions, including Chief Operating Officer at a well-known software development company and Head of Intelligent Business Applications Core Practice at a global systems integrator and hybrid IT managed services provider. Prior to joining Intellinexus, she also served as CEO of a technology business operating in a digital-first, automation-led environment.

Zimkhita is widely recognised for her leadership style, which emphasises collaboration, innovation, and the empowerment of women and youth in the technology sector. She is a strong advocate for using data to enable informed decision-making and sustainable growth and has served as a non-executive director on the board of Rogerwilco, an award-winning digital marketing agency. Her accolades include the MTN Outstanding Women in ICT Award, the ICT category win at the 2017 Rising Star Awards, and a nomination in the Global Hero category at the Digital Female Awards in Germany. She holds an Honours degree in Information Systems from Universiti Teknologi Petronas in Malaysia and a Leadership Development certification from IE Business School in Spain. Through her industry involvement and community initiatives, Zimkhita is regarded as a trailblazer and servant leader committed to driving excellence, inclusion, and meaningful impact.

Here are the key highlights from the interview:

Can you share your leadership journey and the defining moments that inspired you to build and lead Intellinexus as a purpose-driven organisation?

My leadership journey spans more than twenty years in innovation and digital transformation, beginning as an SAP Business Intelligence Analyst at an African-based energy group and progressing through senior executive roles in software development, systems integration, and digital transformation. Over time, I have led teams across complex environments, including serving as COO and later as CEO in technology-driven organisations.

A defining moment came in 2013 when I was selected as a TechWomen Emerging Leader by the U.S. Department of State, exposing me to global perspectives on innovation and mentorship. This, combined with winning the MTN Outstanding Women in ICT Award in 2016, reinforced my commitment to empowering women in tech and fostering inclusive ecosystems.

What has consistently shaped my approach is seeing how data, when used responsibly, strategically and with intent, can fundamentally change how organisations operate and more importantly shape societies progress.

When I joined Intellinexus as CEO in April 2024, it felt like a natural evolution. I was drawn to the company’s purpose-driven ethos, aligned values, and shared belief with the founder, Jacques du Preez that data is not only a commercial asset, but a catalyst for broader impact. Purpose, for me, is about enabling better decisions, building strong data cultures, and creating environments where people and organisations can truly thrive.

What inspired me to lead this organization is its alignment with my vision of the “Data-Domino Effect”—where data strategies create cascading positive impacts, from enhanced decision-making to societal progress in areas like financial inclusion, healthcare, and education.

What core problem does Intellinexus aim to solve for businesses today, and how does your approach differ from traditional consulting or advisory models?

Many organisations have access to vast amounts of data but struggle to turn it into insight they can tangibly use. The core problem we help solve is translating data into meaningful, actionable intelligence that supports confident decision-making at every level of the organisation.

What sets our approach apart is that we are fundamentally business-led. Rather than offering generic advice, we work as strategic data leaders, bringing together innovation, deep expertise, and access to the right talent to support real outcomes.

The focus is on building internal client capability, embedding strong governance, and creating a culture where data informs everyday decisions. The goal isn’t a short-lived win, but long-term value and independence. Our proven track record with regional and global clients demonstrates how we build resilient, long-term partnerships over transactional engagements.

As CEO, which leadership values and principles guide your decision-making and shape the culture of Intellinexus?

Human connection, trust, and authentic communication sit at the heart of our leadership approach. As a leadership team, we believe strong relationships enable better collaboration, empowered teams, and more sustainable outcomes for both employees and clients.

At Intellinexus, this means actively listening, asking difficult questions, and applying what we learn. Leadership is not about having all the answers, but about creating an environment where people feel heard, respected, and empowered to contribute. Integrity, accountability, and continuous learning are essential to maintaining a culture that supports both performance and purpose.

What major trends or disruptions do you see reshaping your industry, and how is Intellinexus strategically preparing to stay ahead of these changes?

The rapid evolution of cloud technologies, data platforms, and artificial intelligence is reshaping how organisations compete and operate. However, technology adoption without strong leadership commitment, governance, and data culture often leads to missed opportunities.

The data and AI industry is being reshaped by several major trends and disruptions, including the rapid advancement of generative AI and machine learning, heightened focus on data privacy and ethical AI (driven by regulations like GDPR and POPIA), the rise of edge computing for real-time analytics, and the integration of AI with sustainability initiatives to address global challenges. In Africa, we’re also seeing skills gaps and infrastructure hurdles, but these are offset by explosive growth in digital transformation and modernisation.

Intellinexus is preparing for these changes by investing in talent sourcing to bridge skills gaps, offering specialised professionals for digital projects and focusing on responsible use of data, ethical AI implementations and leadership enablement. We help organisations understand not only what is possible, but what is practical and sustainable. By strengthening foundations and encouraging collaboration across teams and partners, we enable businesses to move faster without increasing risk.

What have been some of the most challenging moments in your leadership journey, and how have they contributed to your personal and professional growth?

Leadership transitions are inherently disruptive, both for teams and for clients. Stepping into the CEO role at Intellinexus reinforced the importance of stability, alignment, and continuity during periods of change.

Throughout my leadership journey, I’ve faced several challenging moments that have profoundly shaped my growth. One significant hurdle was managing the complexities of digital transformation during my time at a system integrator, where implementing intelligent business applications across diverse MEA regions required overcoming cultural, regulatory, and infrastructural barriers. This tested my resilience but taught me the importance of adaptive leadership and stakeholder alignment, ultimately strengthening my ability to drive cross-border collaborations.

Another pivotal challenge came during my tenure as CEO during the global pandemic, when supply chain disruptions and remote work shifts demanded rapid pivots to cloud-based solutions. Balancing team well-being with business continuity was tough, but it reinforced the value of empathy and agile decision-making.

These moments have deepened my appreciation for clear, transparent communication and shared leadership. Growth often comes from listening carefully, acknowledging uncertainty, and making deliberate choices that balance immediate pressures with a longer-term vision.

What does success look like for Intellinexus over the next few years, and what impact do you hope the organisation will have on clients and the wider business ecosystem?

Success for Intellinexus is measured by impact rather than scale alone. We aim to help organisations build strong data strategies that drive productivity, innovation, and new revenue opportunities, while also contributing to social progress across sectors such as healthcare, education, and financial inclusion.

I hope Intellinexus continues to play a role in shaping Africa’s data capability, supporting leaders to think bigger, move faster, and collaborate more effectively. When data cultures are strong, organisations become more transparent, more agile, and better equipped to serve their communities. Ultimately, success for us is about leaving a legacy of empowered organisations and communities thriving in a data-centric world.

What advice would you offer to aspiring entrepreneurs and leaders who want to build future-ready organisations with purpose and impact?

My advice is to adopt a “think bigger, be bolder, move faster” mindset. Don’t shy away from ambitious visions, especially in tech and data. Be clear about your purpose and ensure it is reflected in how you lead, how you make decisions, and how you treat people. Invest in building strong cultures, not just strong products. For me, it’s also been about leveraging data for societal good, which has guided every decision at Intellinexus.

Seek mentorship and networks, like I did through TechWomen and the African SAP User Group, to gain diverse perspectives and support. Foster inclusivity; diversity in teams drives creativity and resilience. Be agile in the face of disruptions, pivot quickly, but always with integrity and transparency.

Leaders must also be willing to think boldly, collaborate openly, and commit to continuous learning. Technology will continue to evolve, but organisations that succeed are those that prioritise people, trust, and responsible use of data to create meaningful, lasting impact. With passion and perseverance, you can build organisations that not only succeed but transform lives. Africa’s tech landscape is ripe for it, so seize the opportunity!

📌 Zimkhita Buwa – LinkedIn

🌐 Intellinexus – Company Website

AI and RegTech: A Compliance Leader’s Perspective from the UAE to the Global Stage

Posted on November 1, 2025March 8, 2026 by The Fortune Leaders

I am Hemanth Kumar, currently serving as Chief Compliance Officer at Federal Exchange in the United Arab Emirates. Over the last 15 years, I have worked across compliance, risk management, and regulatory technology, spanning the UAE, India, Hong Kong, Singapore, and the UK. I hold certifications including CAMS, CRCMP, ICA Specialist in AI Compliance, and CCE (Crypto Expert).

Much of my career has been shaped by exposure to global standards FATF framework and its application across regions. I have also had the privilege of contributing thought leadership on compliance and technology innovation, including perspectives on RegTech and AI integration.

As someone deeply engaged with both traditional financial frameworks and emerging regulatory expectations in the virtual asset space (under regulators such as VARA and ADGM), I approach compliance not only as a rulebook-driven responsibility but as a human-led mission to safeguard trust in financial systems.

The Evolving Compliance Landscape

In today’s globalized economy, compliance is no longer a back-office function — it is a strategic pillar of organizational resilience. FATF standards have created a common global language, but implementation varies widely across jurisdictions.

The UAE, where I currently practice, has emerged as a regional hub by aligning with FATF’s evolving expectations. The country’s removal from the FATF grey list in 2024 was not accidental — it was the result of targeted reforms in supervision, risk-based approaches, and cross-border cooperation.

What this demonstrates is simple: compliance is no longer just about “following the rules.” It is about proving effectiveness, demonstrating that systems and processes are not only in place but are actually preventing illicit financial flows.

Yet the challenge remains: the sheer scale and complexity of transactions in a borderless financial system make it humanly impossible to monitor risks without technological augmentation. This is where RegTech and AI enter the conversation.

AI as a Game-Changer in Compliance

Artificial intelligence is not science fiction in compliance — it is already here. From sanctions screening to transaction monitoring, from biometric onboarding to predictive analytics, AI is rewriting the way institutions detect, assess, and mitigate risks.

Take sanctions screening as an example. Traditional systems often generate overwhelming false positives, consuming valuable analyst hours. AI-driven alert calibration, on the other hand, can reduce false positives by learning patterns, refining rules, and highlighting true risks with higher accuracy.

Similarly, in transaction monitoring, AI modules can detect anomalies that rule-based engines miss — such as hidden layering in cross-border remittances or crypto-to-fiat conversion risks. AI’s predictive capability enables compliance teams to move from reactive investigations to proactive prevention.

But here lies the caution: AI is not infallible. Algorithmic bias, lack of explainability, and over-reliance on automation can create blind spots. In my experience, the most effective compliance programs are those that treat AI not as a replacement for human judgment but as an enhancement of it.

RegTech and Human Judgment: Striking the Balance

RegTech has transformed compliance efficiency, but technology alone cannot safeguard integrity. I often remind my teams that systems are only as strong as the values of the people who design, monitor, and interpret them.

Over the years, I have seen cases where institutions invested heavily in systems yet failed compliance audits — not because the technology was inadequate, but because governance, accountability, and ownership were missing.

This is where ideology and leadership matter. Compliance leaders must ensure that RegTech solutions are not simply deployed but meaningfully integrated into a culture of responsibility. AI can scan millions of transactions in seconds, but it takes a human leader to ask: Are we asking the right questions? Are we willing to act when the answers are uncomfortable?

For me, the intersection of technology and human ethics is where the true future of compliance lies.

Global Lessons from the UAE Corridor

Working in the UAE has given me a front-row seat to one of the most dynamic regulatory environments in the world. The UAE is unique because it must manage traditional banking, sprawling remittance corridors, and the fast-emerging virtual asset ecosystem simultaneously.

When FATF called for stronger action, the UAE responded with entity-wide risk assessments, strengthened sanctions frameworks, and dedicated virtual asset regulations through VARA. These were not mere check-the-box exercises — they were structural changes aimed at embedding compliance into the DNA of institutions.

For example, under VARA, Virtual Asset Service Providers (VASPs) must demonstrate not just KYC procedures but ongoing monitoring, transaction surveillance, and travel rule compliance. This mirrors FATF’s Recommendation 15 but adds a local layer of accountability tailored to Dubai’s market.

The lesson for global compliance leaders is clear: adopting FATF standards is not enough. Each jurisdiction must adapt those standards to its unique risk environment, and each institution must internalize them as part of daily operations.

Future Outlook: AI, Trust, and the Human Role

As compliance professionals, we often discuss what technology can do. I believe the next conversation must also focus on what technology should not do.

AI should not replace the ethical compass of human judgment. AI should not dilute accountability by allowing leaders to defer responsibility to algorithms. And AI should never become an excuse for complacency in governance.

The future of compliance will be defined by hybrid models — where AI provides the speed, scale, and precision, and humans provide the judgment, values, and courage to act. Regulators, too, are evolving. The EU’s AI Act, for instance, requires explainability and accountability in high-risk AI applications. This is a reminder that even as we innovate, we must remain transparent.

For me, the essence of leadership in this space is about more than compliance. It is about trust. Institutions that use AI responsibly, transparently, and ethically will not only satisfy regulators — they will earn the confidence of customers, partners, and the global community.

Conclusion

We are entering a new era where compliance cannot be separated from technology, and technology cannot be separated from values.

AI and RegTech will continue to redefine the efficiency of compliance programs, but they cannot replace the role of ethical leadership. At the end of the day, compliance is not about machines or systems — it is about people protecting people, safeguarding economies, and preserving the integrity of global financial systems.

As someone who has lived through audits, regulatory reforms, and cross-border challenges, my conviction is simple: AI is an enabler, but human leadership is irreplaceable.

Hedley Lewis: Leading CHOC with Compassion and Purpose

Posted on October 30, 2025March 8, 2026 by The Fortune Leaders

Hedley Lewis, the Chief Executive Officer of CHOC Childhood Cancer Foundation South Africa, is a compassionate and visionary leader dedicated to improving the lives of children battling cancer and life-threatening blood disorders. With a strong background in leadership and social impact, Hedley has been instrumental in expanding CHOC’s national reach and enhancing its support programs. His commitment to community service and child welfare drives his mission to ensure that no family faces the cancer journey alone. Under his guidance, CHOC continues to deliver holistic care and advocacy with empathy and excellence.

Here are the key highlights from the interview:

Q1. Brief the inception story of your organization? What inspired you to establish and follow the mission and vision of CHOC?

Inception Story

CHOC was founded in 1979 by a small group of dedicated parents whose children were undergoing cancer treatment. Faced with the overwhelming emotional, financial, and logistical challenges of navigating childhood cancer, they came together to create a support system that would ease the burden for other families. What began as a grassroots initiative has since grown into a nationally recognized organization, offering comprehensive care and advocacy for children with cancer and life-threatening blood disorders.

CHOC is a registered and internationally recognized Non-Profit Organisation (NPO), providing holistic support to children and teenagers with cancer and life-threatening blood disorders, as well as their families. Our services span the country, reaching both urban and rural communities across South Africa.

CHOC serves the childhood cancer community in South Africa; however, CHOC’s reach goes much further. We reach out to communities and serve individuals by offering a range of services. Through Childhood Cancer International, CHOC supports our sister organisations in the Sub-Saharan African countries by building capacity and sharing information.

◦ CHOC Programmes include accommodation, transport to and from treatment centres, Financial Transport Assistance, and Awareness Training and Education Programme on the Siluan Early Warning Signs of Childhood Cancer.

◦ Emotional Support (both professional and non-professional) for children, teenagers and their families through their cancer journey as well as palliative, end-of-life care and bereavement support.

◦ Patient Support for patients and families, including essential CHOC Carebags, nutritional food support, and bereavement services.

Professional Emotional Support (Psychosocial Support Services)

CHOC provides psychosocial support to children, teenagers, and their families to help them cope with the numerous new demands on the family and to provide relevant information to assist them.

CHOC employs a team of social and social auxiliary workers who provide full-time psychosocial support in the Paediatric Oncology Units, from diagnosis to the end of treatment or end-of-life care, where we also offer bereavement and grief support.

Emotional Support (Parental and Family Support)

Trained volunteers provide comprehensive emotional support to children, teenagers, and their families. We offer support groups for survivors, as well as a Parent-Supporting-Parent Programme, which provides support to parents whose children have been newly diagnosed with cancer through group discussions, and during parent tea’s at the Paediatric Oncology Units.

The psychosocial team provide support to parents and families through bereavement and grief counselling. Every year at the end of November, Remembrance Services are held nationwide. During the Remembrance Services, CHOC remembers the children and teenagers who bravely fought and sadly lost their lives. It is a chance for us to stand together with the families and doctors and pay tribute to these children and teenagers.

CHOC Education Programme

The iPad Learning Programme, facilitated by iSchool-Africa, commenced in May 2024 with CHOC Childhood Cancer Foundation SA. This initiative supports paediatric oncology patients by ensuring their education continues despite the challenges posed by cancer treatment and prolonged hospital stays. The programme brings iPads loaded with engaging content directly to children and teenagers undergoing cancer treatment. The goals include reducing anxiety, minimising learning loss, and assisting with various therapies. Comprehensive training is provided to hospital school teachers and teacher consultants to integrate the technology effectively into the children and teenagers’ routines and educational plans.

Vision & Mission

Vision: All children and teens with cancer or life-threatening blood disorders have comprehensive access to care and support.

Mission: Supporting children and teenagers with cancer and life-threatening blood disorders, and their families; improving early detection and augmenting effective treatment.

What This Means to Families

For the children, teenagers and families we serve, CHOC’s mission and vision translate into hope, dignity, and practical support during one of life’s most difficult journeys. The organisation stands as a lifeline ensuring that no child faces cancer alone and no parent is left without guidance.

Since transitioning from the corporate world to the nonprofit sector, I’ve found deep purpose in lending my voice to children whose own voices are often faint or unheard. CHOC’s impact supporting over 1,700 children annually, delivering thousands of bed nights, and offering psychosocial care to families nationwide, showed me the power of compassion in action. It became clear that I wanted to be part of an organization where, I can assist in reshaping the landscape of Paediatric Oncology in South Africa by empowering communities, strengthening healthcare partnerships, and ensuring that childhood cancer is met with expertise, empathy, and unwavering support.

Q2. What were some of the most significant challenges you faced during the early stages, and how did you navigate them as a leader?

When I transitioned from the corporate world into the nonprofit sector, I knew I was stepping into something far more personal and purpose-led But that shift came with its own set of challenges.

One of the first hurdles was adapting to a resource-limited environment. In corporate settings, you often have access to tools, teams, and budgets. In the non-profit world especially in healthcare, you learn to do more with less. It required a complete shift in mindset and leadership style.

Then came the emotional weight. Working with children and teenagers who have been diagnosed with cancer and their families is profoundly humbling. You’re not just managing programmes; you’re walking alongside people in their most vulnerable moments. That demands compassion, resilience, and a kind of leadership that listens more than it speaks.

Funding was, and still is, a constant challenge. Sustaining programmes such as accommodation, transport, nutritional support, and psychosocial care requires continuous advocacy, donor trust-building, and demonstrating tangible impact. However, having a strong, supportive team and board is absolutely vital to achieving CHOC’s mission. I’m deeply grateful for the collaboration, dedication, and shared vision that carry us through every challenge we face. It’s through this united effort that we continue to make a meaningful impact in the lives of children with cancer and their families.

Raising awareness in underserved communities also remains a significant challenge. Early detection saves lives, yet stigma and misinformation persist. That is why advocacy and education have become central to CHOC’s mission.

Through it all, I’ve leaned on purpose, empathy, and collaboration. I’ve worked closely with paediatric oncologists, government departments, volunteers, and donors, because leadership in this space is not about standing alone, it’s about standing together.

If I’ve learned anything, it’s this: resilience is not just about bouncing back, it’s about staying grounded in your mission even when the road gets tough. That’s what keeps me and CHOC moving forward.

Q3. In today’s rapidly evolving business world, what core values and leadership traits do you believe are most important for long-term success?

Childhood cancer advocacy isn’t just a healthcare issue; it’s a human rights issue. The next generation of African leaders must be bold enough to challenge broken systems, compassionate enough to walk with families, and visionary enough to build a future where no child is left behind.

True leadership in this space must begin with compassion. Every decision affects real lives, children determined to survive and families navigating grief and uncertainty. Compassion builds trust, and trust builds resilience.

Leaders must also be a voice for the voiceless. Across Africa, too many children and teenagers are diagnosed too late due to stigma and lack of awareness. We must influence policy, engage media, and fight for equity.

Beyond treatment, we must build systems of holistic support that empower families. At CHOC, we provide accommodation, nutritious meals, transport, and psychosocial care. These are not luxuries; they are lifelines.

Collaboration is essential. We work hand-in-hand with paediatric oncologists, nurses, social workers, government, and NGOs. Our partnerships with SAPHO and the Tumour Registry are examples of how collective effort creates systemic change.

Finally, leaders must remain resilient and purpose driven. The work is tough, funding is limited, and the emotional toll is heavy. But the mission is too important to abandon. At CHOC, we stay focused on the children, we adapt, we grow, and we keep showing up.

To the next generation of leaders: lead with heart, build with vision, and never forget who you’re doing it for.

Q4. In your opinion, what are the key qualities required for a successful leader in today’s business environment?

Leadership, particularly in the non-profit healthcare sector, is impossible without a strong and passionate team. At CHOC Childhood Cancer Foundation SA, our regional teams, social workers, and volunteers, work near paediatric oncology units across the country, ensuring that families receive consistent, practical, and emotional support during the most challenging times of their lives.

This frontline presence is backed by a robust finance and governance framework, along with a dedicated HR function that empowers staff to focus on what matters most while supporting children, teenagers and their families. With systems in place to ensure compliance, transparency, and operational efficiency, our teams can channel their energy into care, advocacy, and impact.

Strong fundraising programmes, driven by empathy and strategic execution, allow CHOC to sustain and grow its services. Our staff and volunteers gain immense personal and professional fulfilment from the work they do, witnessing the resilience of adolescents, the gratitude of families, and the tangible difference their efforts make in the lives of others. This work cultivates a deep sense of purpose, compassion, and unity across the organisation.

At the heart of this cohesive and mission-driven culture as the CEO, my leadership brings together diverse teams under a shared vision of excellence, compassion, and accountability. I ensure that every part of CHOC from governance and fundraising to frontline support is aligned and working collaboratively. My ability to inspire, connect, and lead with integrity has been instrumental in building a united organisation where every team member feels valued, supported, and driven by the cause.

Together, CHOC’s people form a powerful force for good, one that not only uplifts children and teenagers with cancer and their families but also strengthens the broader healthcare and non-profit landscape in South Africa.

Building on this foundation, I believe the following leadership qualities are essential:

Authenticity: Great leaders are grounded in who they are, lead with integrity, and are not afraid to show vulnerability.
Empathy and compassion: Emotional intelligence is non-negotiable. Understanding your team and community builds trust and resilience.
Visionary thinking: Leaders must inspire others toward a better future, anticipating change and embracing innovation.
Adaptability: The world is fast-changing. Leaders must be agile, open to feedback, and committed to lifelong learning.
Collaboration and influence: Leadership today is about building coalitions and empowering others, not controlling them.
Resilience: Setbacks will come, but true leaders remain steady, model perseverance, and inspire others to do the same.
Strategic communication: Clear, transparent, and inspiring communication aligns people with purpose and drives culture and impact.

Q5. What advice would you offer to the next generation of entrepreneurs and leaders across Africa?

My advice is simple but profound: lead with empathy. In our field, compassion isn’t a luxury, it’s a necessity. Every child we serve is more than a diagnosis; every caregiver is more than a support system. They are the heartbeat of our mission.

Build systems that wrap around the family holistically – medically, emotionally, logistically, and socially. At CHOC, we’ve seen how something as simple as a warm bed, a meal, a transport voucher, or a listening ear can transform a family’s experience.

Embrace innovation from data-driven treatment plans to mobile health tools but ensure that technology serves humanity and reaches even the most remote communities.

Above all, embrace collaboration. At CHOC Childhood Cancer Foundation SA, partnership is not just a strategy, it’s a lifeline. We actively engage with a wide network of stakeholders including government departments, public and private hospitals, NGOs, corporates, and community organisations. These relationships are foundational to our mission of supporting children with cancer and their families. These alliances are deeply meaningful. They reflect a shared commitment to dignity, hope, and healing. Every stakeholder plays a role in the journey of a child or teenager who has been diagnosed with cancer, and CHOC is proud to be the thread that weaves these efforts together

To young African leaders: be bold, be kind, and be relentless. The children of this continent deserve nothing less.

I’ve had the privilege of surrounding myself with an exceptional team, and I truly believe I work alongside some of the most dedicated and compassionate individuals. Together, we are not just colleagues—we are a united force making a meaningful difference in the lives of children with cancer. I’m deeply honoured to work with people who bring heart, purpose, and unwavering commitment to everything they do.

Q6. What do you see as the most impactful trends or transformations shaping your industry in 2025 and beyond?

The childhood cancer field is undergoing profound transformation, driven by innovation, collaboration, and equity.

We are at a turning point. In high-income countries, survival rates for childhood cancer exceed 80%, while in many parts of Africa, survival is just 20%. This disparity is unacceptable—it is a call to action.

Global initiatives such as the WHO Global Initiative for Childhood Cancer (CureAll framework) are working to raise survival rates to 60% by 2030. For CHOC, this means deepening our involvement in public health, advocacy, and grassroots awareness.

Families affected by childhood cancer face immense psychological, emotional, financial, and logistical challenges. Many experiences strain due to travel distances to treatment centres, lack of nearby accommodation, out-of-pocket expenses, and disruptions to family life. The burden is shared not only by patients, but also by parents, siblings, and caregivers. As reflected in the global campaign #WeAllLiveIt, when a child is diagnosed with cancer, the entire family embarks on the journey together. But medicine alone is not enough. Healing requires wraparound support, beds near hospitals, nutritious meals, transport assistance, and psychosocial care. CHOC’s integrated model is designed to provide this, and it is increasingly being recognised as best practice worldwide.

Collaboration is another key driver. Governments, NGOs, hospitals, and the private sector are working together like never before. CHOC’s partnerships help shape national policy and strengthen healthcare systems from the ground up. The Department of Health, NCR, CHOC, SAAPHO, and WHO commend the dedication of healthcare professionals, support organisations, and members of the public who offer vital care and compassion to children with cancer. The NCR remains committed to ensuring accurate data collection and analysis to inform decision-making and improve outcomes.

Finally, the voices of survivors are reshaping the conversation. Their stories guide how we design programmes and ensure long-term healing.

The future of childhood cancer care will be more connected, compassionate, and equitable and CHOC is determined to help lead that transformation.

Q7. Brief us about your future roadmap.

Our future roadmap is focused on both strengthening and innovating:

Enhancing existing programmes to further reduce treatment abandonment rates.
Expanding awareness campaigns, across South Africa, ensuring no environment is overlooked, to educate communities on the early warning signs of childhood cancer.
Innovating support models, leveraging digital tools, expanding accommodation and nutritional programmes, and strengthening psychosocial services.
Building stronger collaborations with government, hospitals, and NGOs to unify efforts under paediatric oncology units.
Empowering survivors and families to share their voices, guiding us in creating more relevant and compassionate programmes.

Our vision for the future is clear: a South Africa where no child faces cancer alone, where early detection is the norm, and where every family receives the support they need to stay strong and hopeful.

An Interview with Dan Yogev Kaznelson of EL AL Israel Airlines

Posted on October 25, 2025March 8, 2026 by The Fortune Leaders

Dan Yogev Kaznelson is a visionary leader in the aviation industry, currently driving digital and operational innovation at EL AL. With a background in IT and project management, he has built a career around leveraging technology to transform complex systems and enhance efficiency. His leadership style emphasizes collaboration, inclusivity, and empowering teams to co-create impactful solutions. Under his guidance, EL AL has embraced digitalization, AI-driven tools, and customer-centric innovations to stay competitive in a rapidly evolving market. Widely respected for bridging technology and people, Dan continues to shape the future of aviation with strategic foresight and a passion for meaningful impact.

Here are the key highlights from the interview:

1. Can you share the story of your professional journey and what inspired you to pursue a career in the aviation industry?

My career has been driven by a passion for technology, problem-solving, and operational excellence. I began in project management and IT, where I discovered how digital solutions can transform complex environments. Aviation stood out because it’s a truly complex industry with multiple interconnected systems, where every day is different and no two days are the same. It’s an environment that constantly demands flexibility and the ability to react quickly to change, which aligns perfectly with my interest in strategic thinking and innovation. The opportunity to apply technology to create meaningful impact across people and operations inspired me to dedicate my career to this dynamic field.

2. How did your early experiences shape your leadership style and vision for driving innovation at EL AL?
Early in my career, I realized that successful leadership is about listening as much as directing. Working in project management and IT taught me to understand people’s perspectives, involve them in shaping solutions, and harness their potential. I also developed a habit of asking key questions for every initiative: What value does this bring? How will it benefit the organization? At EL AL, this approach drives inclusive innovation, where employees are active participants in valuable projects. I maintain an open mind, encouraging everyone to share new ideas, because those closest to the work often have the best insights. By building strong partnerships across teams and fostering open dialogue, I’ve learned that sustainable innovation emerges when people feel empowered, engaged, and part of the journey.

3. What drew you specifically to focus on aviation and airline management, and how has your role evolved over time?
Aviation drew me because it’s a highly complex, dynamic industry where multiple systems interact, and no two days are ever the same. It challenges you to react quickly to change and make decisions that ripple across the entire organization. I initially focused on IT and digital projects, but over time my role has evolved to overseeing broader operational and digital strategies, integrating technology and processes. Several projects have also improved the employee experience, which in turn has had a positive impact on the passenger experience. Today, I work to enhance efficiency and ensure EL AL remains innovative, agile, and future-ready.

4. How has EL AL adapted its services to meet the evolving expectations of travelers and the changing dynamics of the aviation industry?

EL AL has embraced innovation, digitalization, and AI-driven solutions to meet the evolving expectations of passengers. We have introduced new services and self-service options that make the travel experience more convenient, flexible, and personalized. At the same time, we continuously improve operational processes, enabling smarter decision-making and more efficient day-to-day operations. Passengers now receive real-time updates and enhanced support, reflecting our commitment to seamless, technology-enabled experiences. By combining these elements, EL AL stays agile, innovative, and ahead in a competitive aviation landscape.

5. What were the most significant challenges you faced in leading within such a highly competitive and regulated industry, and how did you overcome them?

One of the greatest challenges in aviation is leading transformation in a highly regulated and competitive environment. Regulatory requirements, complex systems, and naturally cautious mindsets often make change difficult. I overcame this by learning from leading companies in the industry, drawing insights from colleagues at other airlines, and approaching problems with creative, out-of-the-box thinking. At the same time, I emphasized collaboration, building strong partnerships across departments, and fostering open dialogue, ensuring that every change was understood, embraced, and delivered clear value. This approach has proven essential in driving successful innovation in a complex environment.

6. How do you ensure EL AL remains competitive and relevant in a fast-changing global aviation landscape?

To stay competitive, EL AL focuses on continuous innovation, operational excellence, and customer-centric solutions. We invest in digital tools, AI-driven systems, and self-service platforms that enhance efficiency and improve the passenger experience. At the same time, we nurture a culture of collaboration, learning, and agility, ensuring that new ideas are tested, refined, and implemented effectively. By combining strategic technology adoption with strong operational practices, EL AL remains adaptive, resilient, and positioned to lead in a rapidly evolving global aviation market.

7. What advice would you give to young professionals who aspire to build a career in aviation and airline management?

For young professionals aspiring to a career in aviation, I would advise them to remain curious, embrace challenges, and think boldly. Seek opportunities to learn and make a meaningful contribution by addressing problems, and take lessons from both successes and setbacks while maintaining adaptability in a fast-paced industry. Cultivate relationships and surround yourself with individuals who challenge you and help you achieve your full potential. Above all, strive to make a tangible impact—through innovation, collaboration, practical engagement, and persistence in bringing ideas to fruition.

9. How do you see the aviation industry evolving over the next 5–10 years, and what role do you envision EL AL playing in shaping that future?

The aviation industry will continue to experience strong growth over the next decade, driven by rising passenger demand and global connectivity. Digitalization will play a central role, with intelligent, data-driven systems, AI, self-service solutions, and flexible platforms transforming how airlines operate and anticipate passenger needs. EL AL has already initiated its digital transformation, and as an Israeli company in the “Startup Nation,” we are committed to adopting emerging technologies and becoming a fully digital airline. Our focus is on delivering efficient, seamless, and personalized experiences, while leading the next generation of innovation and shaping the future of aviation.

10. How would you like your leadership and contribution to the aviation sector to be remembered?

I hope to be remembered as a leader who bridged technology and people, turning innovative ideas into meaningful impact. My goal has always been to improve operational processes, enhance experiences, and empower teams to perform at their best. I want my contribution to reflect a commitment to innovation, collaboration, and practical results, leaving a legacy that not only advanced EL AL but also helped shape the broader aviation industry for the better.

11. Is there anything specific you would like to highlight about EL AL’s journey, achievements, or impact that you feel would inspire our readers?

EL AL’s journey in recent years demonstrates the power of vision, innovation, and perseverance. Following the challenges of COVID, EL AL rebuilt itself as a new-generation airline, redefining how we operate and serve our passengers. Projects I have led—such as EFF, Trip Trade, ACC and many more—have showcased how strategic technology adoption can transform operations and drive efficiency, with several receiving international recognition and awards. Beyond these achievements, EL AL has consistently maintained 5-star customer service ratings across multiple years, a testament to our dedication to excellence. Together, these milestones highlight what is possible when technology, people, and strategy align, and I hope they serve as inspiration for others to embrace innovation and create meaningful impact in their own industries.

📌 Visit Dan Yogev Kaznelson👉 – LinkedIn Profile
🌐 Explore EL AL Israel Airlines 👉 – Company Website

Interview with Kelly Augspurger, Co-Founder of Steadfast Insurance, LLC

Posted on October 25, 2025March 8, 2026 by The Fortune Leaders

An inspiring conversation highlighting her entrepreneurial journey, leadership insights, and the innovative approach driving Steadfast Insurance’s success.

Can you share your professional journey and the inspiration that led you to co-found Steadfast Insurance? What motivated you to focus on this industry?

My husband, Adam, and I co-founded Steadfast Insurance LLC in 2019 with a shared vision to help families protect what matters most. In the beginning, I focused on life insurance while Adam managed property and casualty. About six months later, a conversation with a mentor changed everything.

She reached out with questions about long-term care insurance (LTCi). I didn’t have the answers, but that moment lit a fire in me to find them. Memories of all four of my grandparents needing extended care came rushing back. None of them had insurance or a plan in place, and our family carried the weight – physically, emotionally, and financially. I helped care for one of my grandmothers firsthand, and I’ll never forget how hard that season was.

That conversation became my “aha” moment. I knew that this was the work God was calling me to do – to help families plan, so they could face future care needs with confidence and compassion. Once I realized there were real insurance solutions to fund that kind of care, I was all in.

From there, I dove deep into learning everything I could about long-term care planning and insurance. I earned three professional designations: CLTC® (Certification for Long-Term Care), CSA® (Certified Senior Advisor), and LTCCP® (Long-Term Care Claims Professional)and began creating educational videos and resources to simplify this complex topic for families and financial professionals alike.

In 2022, I became a part-time CLTC® instructor, training financial advisors on how to engage their clients in meaningful LTC planning conversations. That same year, I launched the Steadfast Care Planning Podcast, where I interview industry experts and advocates about how to navigate aging, caregiving, and extended care with wisdom and grace.

What started as one conversation has grown into a clear mission – to help families protect their future, preserve their options, and experience peace of mind.

What is the core vision and mission behind Steadfast Insurance, and how do you believe your company is driving meaningful change in the insurance sector?

At Steadfast Insurance LLC, we recommend the policies and coverage that we believe will best protect our client’s quality of life if a claim occurs. Our vision with extended care planning is to help families create a plan, fund it, and share it with those they love so they can face the future with confidence, not fear.

Our mission is rooted in education and empathy. We believe clients make their best decisions when they understand their options, so we take the time to teach them what’s available. Every recommendation we make is personalized around the client’s unique situation – health, family dynamics, financial situation, and personal values to protect their quality of life if a claim occurs.

Beyond one-on-one guidance, we’ve built an entire ecosystem of educational resources such as videos, podcast episodes, blog posts, and downloadable guides to help people learn in whatever way suits them best. That commitment to clarity and accessibility has helped us stand out and reach clients nationwide.

We also strive to modernize how long-term care and extended care planning are delivered. Our online health prescreen form allows clients to share sensitive information privately and securely, and Zoom consultations make expert guidance accessible from anywhere. Electronic applications further streamline the process, saving clients time and stress.

Ultimately, Steadfast is driving change by blending compassion with technology bringing human connection and convenience together to make care planning simpler, smarter, and more personal.

As a woman leader in a competitive industry, how do you approach leadership and innovation to keep Steadfast Insurance ahead in the evolving marketplace?

Leadership:
I believe great leadership starts with humility, service, and continuous growth. I’ve been blessed by mentors who’ve supported me both personally and professionally and I try to pay that forward every chance I get. My leadership philosophy is simple: serve others, show integrity, lead with compassion, and give credit where it’s due. Comparison is a trap that robs us of perspective, so I focus instead on progress – how far I’ve come, what’s working, and where I can grow. I encourage others to do the same so they can discover their strengths, develop new ones, and take courageous, measured risks. Confidence and curiosity go hand in hand; one gives you the courage to step forward and the other keeps you learning once you do.

Innovation:
For me, innovation is rooted in curiosity and care. It’s not about chasing shiny new ideas – it’s about improving real experiences for real people. At Steadfast, we’re always asking: How can we make this simpler, faster, or better for our clients? Every mistake is a lesson and every challenge is an invitation to build a more effective, compassionate solution. Staying ahead means staying teachable; always learning, testing, and refining. Innovation doesn’t have to be loud – sometimes it’s as quiet as a better question or a more efficient process.

What have been some of the biggest challenges you’ve faced as an entrepreneur, and how did you overcome them while staying true to your purpose?

Starting and growing a business comes with plenty of obstacles both seen and unseen. Most of my clients come through referrals from financial advisors, so I’ve spent years intentionally building those relationships. That like, know, and trust factor takes time, consistency, and a lot of faith in the process.

There were seasons, especially early on, when I questioned my approach and even my own abilities. My husband often reminded me: it’s about the long game, not the quick win. That mindset helped me stay grounded when progress felt slow.

My faith has anchored me. I believe God placed this work on my heart for a reason – to serve others and guide them through some of life’s most important planning decisions. When I remember that purpose, I can stay steadfast through every challenge.

How is Steadfast Insurance making a difference in people’s lives, and what makes your approach stand out compared to traditional insurance models?

At Steadfast Insurance, we’re not just helping people buy policies, we’re helping them protect their lives, their families, and their peace of mind. Long-term care planning can feel overwhelming, emotional, and often avoided. Our mission is to make it approachable and deeply personal.

We take an education-first approach, guiding clients through the “why” before the “what.” That means helping them understand how extended care could affect their families and finances and how thoughtful planning can provide security, dignity, and choices in the future.

What makes our model stand out is the humanity behind it. We listen first, tailor every recommendation, and walk alongside clients from education to implementation. Our process is collaborative and transparent – we explain every step so clients feel empowered, not pressured.

We’ve also modernized how care planning happens. From online prescreen forms that respect privacy to Zoom consultations and digital applications, we’ve designed a process that’s both compassionate and convenient. This blend of personal connection and innovation allows us to serve clients nationwide without losing the personal touch that defines who we are.

At the end of the day, the difference isn’t just in what we do, it’s in why we do it. Every plan we help create gives families confidence, freedom, and peace of mind when life takes an unexpected turn.

What trends do you foresee shaping the future of the insurance industry, and how is Steadfast Insurance preparing to adapt and lead in that transformation?

The long-term care and broader insurance industry are entering a season of transformation. I foresee continued product evolution with new LTC insurance solutions offering more flexible benefit designs, partial cash indemnity options, creative riders, and caregiver support features that make coverage more adaptable to real-life care situations. We’ll also see more short-term care plans, hybrid policies, and deferred annuities with LTC benefits, giving clients multiple pathways to fund their future care.

Underwriting will become more streamlined and data-driven. Electronic health records, predictive analytics, and wearable technologywill play an increasing role in risk assessment, helping carriers make faster, more accurate decisions with fewer medical exams.

At the same time, technology and AI will continue to reshape how coverage is delivered and managed from digital applications and e-signatures to more intuitive sales and claims platforms that improve both advisor and client experience.

I also anticipate more state-level public LTC programs to emerge, following the example of Washington’s WA Cares Fund. As these programs develop, private insurance will play an essential complementary role, offering flexibility and choice beyond what government plans provide.

Economic realities such as medical inflation and workforce shortages in caregiving will continue to drive costs higher. That makes education and proactive planningmore critical than ever.

At Steadfast, we’re preparing to lead through this transformation by staying on the cutting edge of product innovation and technology, while keeping our focus anchored on people. Our commitment to clarity, compassion, and continuous learning ensures we can help clients navigate this changing landscape with confidence.

What advice would you give to aspiring women entrepreneurs looking to create impact in their industries, and what legacy do you hope to leave as a visionary leader?

Stay faithful to the purpose God has placed on your heart. There will be doubts, detours, and days that test your confidence, but don’t let fear hold you back. Surround yourself with mentors who speak truth into your life, build a community that encourages you, and keep your focus on progress over perfection because comparison steals joy.

Lead with integrity, humility, and courage. Be generous with your knowledge and encouragement. The more you help others grow, the more your own influence expands – naturally and authentically.

As for legacy, I hope mine reflects steadfast faith, compassion, and positive impact. I want to be remembered as someone who used her gifts to serve others – to educate families, empower advisors, and bring clarity and peace to life’s hardest seasons.

If the people I’ve served feel more confident, more cared for, and more prepared for the future because of our time together, then that’s the kind of impact worth building a life around.

📌 Visit Kelly Augspurger👉 – LinkedIn Profile
🌐 Explore Steadfast Insurance, LLC 👉 – Company Website