1. What are your responsibilities as Chief Financial Officer?
As CFO, my role is to provide financial leadership that enables GAIN to deliver on its mission effectively and sustainably. I oversee financial planning and analysis, treasury management, compliance, donor reporting, and the stewardship of resources across all our programmes globally. I work closely with our country teams to ensure financial systems are strong, transparent, and responsive to programme needs. I also contribute to broader organisational strategy as part of the Strategic Management Team, helping guide cross-cutting decisions that drive long-term impact.
2. What motivated you to work at GAIN?
I was initially drawn to GAIN by its mission. Once I joined, what stood out was the way people work together with purpose and clarity. The organisation has a strong values-based culture, and leadership creates space for people to contribute meaningfully. There’s a high level of trust, collaboration, and accountability, which makes the work both engaging and fulfilling. Being part of GAIN has allowed me to grow while working alongside committed professionals who care deeply about what they do.
3. What are the rewarding aspects of leading a team at a global level?
Leading a global team is both humbling and enriching. It gives me the chance to work with colleagues from diverse backgrounds, each bringing unique perspectives and insights. That diversity not only sharpens our decision-making, it also makes the journey more fulfilling. I find deep satisfaction in mentoring team members, supporting their growth, and seeing them step into leadership roles in their own contexts. The learning goes both ways. I gain just as much from the team as I give. It also deepens my appreciation of different cultures, which in turn has made me a more empathetic and well-rounded leader.
4. What is your vision for the global finance team at GAIN?
My vision is to position the finance team as a strategic enabler that not only supports programme delivery but actively drives it forward. I want our team to be future-ready, using data, systems, and technology to provide insights that guide decision-making. This includes strengthening our internal capabilities, building resilience through sound risk management, and ensuring efficiency across our operations. I also want to nurture a culture of continuous improvement and innovation where finance is viewed as a proactive, solutions-oriented partner across the organisation.
5. Any advice for staff who want to grow as leaders?
Leadership begins with taking responsibility for your work, your mindset, and your growth. Be proactive. Ask questions. Stay curious. Stretch yourself beyond what feels comfortable and always seek to learn from those around you. Soft skills matter just as much as technical ones. How you communicate, how you handle feedback, and how you manage relationships will define your leadership journey. Most importantly, do your work with integrity, consistency, and excellence. People will notice and they’ll trust you to lead.
6. What’s your greatest achievement in this role so far?
I’m still early in this role, but one of the things I value most so far is the progress we’ve made in strengthening collaboration across teams and aligning our financial priorities with the organisation’s strategic goals. There’s a clear shift toward more integrated thinking across finance and programmes, and that’s something I’m proud to support. I believe this kind of alignment will lay the foundation for bigger, more sustainable achievements down the line.
7. How would you describe GAIN’s organisational culture?
GAIN’s culture is grounded in values that are lived across the organisation: passion, voice, innovation, integrity, teamwork, and humility. What sets it apart is how intentionally these values are practiced, not just discussed. Leadership across GAIN makes a deliberate effort to reinforce these principles through action, creating an environment where people are encouraged to contribute, challenge, and grow. It is a place where collaboration goes beyond functions and hierarchies, and where people genuinely care about the mission and about each other. That kind of alignment and clarity of purpose makes leading here both meaningful and energising.
8. What legacy do you hope to leave as a leader?
I want to be remembered as a leader who built something lasting, not just in systems but in people. I hope the teams I’ve led are stronger, more confident, and more capable because of the opportunities and trust they were given. I take pride in enabling others to grow into their potential and lead with confidence. If I can leave behind a team that is empowered, resilient, and forward-thinking, and a finance function that is respected for its clarity and contribution, that would be a legacy worth leaving.