What inspired you to work in health in Africa?
My inspiration to work in health in Africa is deeply rooted in both my personal values and early life experiences. From a young age, I have always been naturally caring and empathetic, traits that were further shaped by my role as the first daughter in an African household. This position came with an inherent responsibility to support, guide, and care for my younger siblings, which helped me develop a strong sense of leadership, accountability, and compassion. A defining moment in my journey was during my secondary school years, where I served as the health prefect (infirmarian) for four consecutive years. This role provided me with early, hands-on exposure to basic healthcare delivery. My responsibilities included administering first aid, caring for sick or injured students, managing the school health centre, and liaising with school authorities to ensure student wellbeing. These experiences not only strengthened my interest in health but also gave me practical insight into the importance of accessible and responsive care systems. Over time, I began to understand the broader systemic challenges affecting healthcare delivery across Africa, including inequities in access, resource constraints, and gaps in quality of care. This awareness has fueled my commitment to contributing to stronger, more resilient health systems across the continent. My passion lies in combining empathy with structured, systems-level solutions to improve health outcomes, particularly for vulnerable populations.
What is one success you’re proud of?
One success I am particularly proud of is the conceptualization and early-stage development of Tànkálẹ Global Solutions Limited, an initiative I am building to integrate health systems strengthening, program management, and trauma-informed care within the African context. While the organization is still in its formative (teething) phase, the progress made so far reflects a clear translation of vision into structured, actionable foundations. I have led the end-to-end design of the organization – defining its strategic direction, developing its core service pillars, and shaping its identity to reflect both technical rigor and human-centered values. This includes establishing distinct focus areas such as trauma-informed care programming, consulting services, and capacity-building initiatives. Beyond strategy, I have also begun piloting ideas through targeted engagements, including facilitating trauma-informed sessions and contributing to conversations around integrating mental and emotional wellbeing into health systems and development programming. A specific example of impact is how these early interventions have already begun to create awareness and shift perspectives on the importance of trauma-informed approaches, particularly among women and community-facing professionals. This has validated both the relevance and urgency of the model I am building. This experience demonstrates my ability to move from ideation to execution, even in uncertain early stages, while maintaining a clear focus on long-term, systems-level impact.
What’s the hardest part of your work as a woman in health leadership? How are you tackling it?
One of the hardest parts of my work as a woman in health leadership is navigating the subtle but persistent underestimation of my capacity – often followed by surprise when I deliver strong results. In many instances, there is an initial hesitation to fully recognize my expertise or leadership capability, particularly in spaces that are traditionally male-dominated or where authority is unconsciously associated with seniority or gender.
What makes this challenging is not just the perception itself, but the need to consistently prove competence before being fully trusted or given equal footing. While the eventual recognition is positive, the cycle of underestimation can create additional pressure and require more effort to establish credibility. I have been intentional about tackling this in a few ways. First, I focus on consistently delivering high-quality, evidence-driven results, ensuring that my work speaks clearly and leaves little room for doubt. Second, I communicate with clarity and authority – whether in stakeholder engagements, program execution, or team leadership – so that expectations and outcomes are well understood. Finally, I am learning to own my expertise more confidently, rather than waiting for external validation. Over time, this approach has helped shift perceptions, build trust more quickly, and position me not just as a capable contributor, but as a strategic leader.
What change do you want to see in the next 5 years?
In the next five years, I want to see a significant increase in the number of women occupying strategic leadership positions across the health sector – not just in implementation roles, but in spaces where decisions are shaped, resources are allocated, and systems are designed. While women make up a large proportion of the health workforce, they remain underrepresented in high-level leadership and decision-making roles, particularly at policy and executive levels.
Beyond representation, I would like to see a shift toward meaningful inclusion, where women’s voices are not only present but actively influence priorities, strategies, and outcomes. This includes creating enabling environments that support women’s leadership through mentorship, equitable opportunities, and policies that address structural barriers. I am also keen to see more women leading innovations in areas such as health systems strengthening, digital health, and trauma-informed care, bringing diverse perspectives that improve the responsiveness and equity of health interventions. Ultimately, this change is not just about gender equity – it is about strengthening health systems overall. Evidence consistently shows that diverse leadership leads to better decision-making and more inclusive outcomes. Increasing women’s presence in strategic roles will contribute to more resilient, people-centered health systems across Africa and beyond.
What advice do you have for women chasing their dreams working in health?
My advice to women pursuing their dreams in the health sector is to be intentional about owning your space and amplifying your voice – especially in rooms where decisions are being made. You belong in those spaces, and your perspectives, experiences, and ideas are not only valid but necessary for building more responsive and equitable health systems. At the same time, prioritize your wellbeing. Working in health – particularly in leadership or service-oriented roles – can be demanding, and without conscious self-care, burnout can become a real risk. Taking care of your mental, emotional, and physical health is not a luxury; it is essential to sustaining your impact over time. It is also important to genuinely enjoy the work you do. Passion fuels resilience, especially when navigating complex systems or challenging environments. When you are connected to your purpose, it becomes easier to stay grounded and motivated.
Finally, own your journey and your achievements. Do not shrink yourself to fit expectations or wait for permission to lead. Show up fully, live life with intention, and embrace both growth and impact as you continue to evolve in your career.