What drew you to study at Imperial, and how did the Executive MBA shape your approach to leadership and entrepreneurship?

When I came to Imperial for my interview, I saw the diversity of the students. I remember speaking to a few of them and asking about their experience, and they said, “If you ever want to return to work in Africa or work in the global market, people know the Imperial brand.” That really stayed with me. I also loved that the programme was structured over two years, which meant I could continue working at the same time. It was tough, but it was amazing!

In terms of how the Executive MBA shaped me, it had a huge impact. At the time I was in a comfortable corporate role at Shell, and so I wanted a programme that would stretch me outside my comfort zone. Entrepreneurship wasn’t something I was thinking about at the time, but the course showed me that entrepreneurship isn’t just about starting your own company. It’s about being creative and innovative, and putting the customer first in whatever role you’re in.

The programme also helped me grow as a global leader. Our cohort was very international with people flying in from all over the world, and that really expanded my mindset. We even did a trip to Beijing as part of the programme, which showed me how organisations operate across different regions. It made me think more strategically, more globally, and I’ve carried that mindset with me throughout my career.

What are the biggest lessons you’ve learnt on your entrepreneurial journey?

When I finished my MBA programme, I also became a mum. I knew that I had to pivot from my high-pressure role into something more flexible to allow me freedom to be a parent first. One of the best things about being an entrepreneur is how much you learn along the way. The biggest lesson for me was how to fail. If you’re scared of failure, entrepreneurship probably isn’t for you because it can be testing.

Another major lesson is courage. As an entrepreneur, you have to put yourself out there and that was something I had to embrace.

I’ve also learnt not to underestimate the importance of networking. I belong to lots of networks, and they’ve helped me refine my ideas and build valuable connections. Some of my business opportunities have come through referrals, from someone I met briefly at an event, or someone who found me on LinkedIn and later reached out to say, “Someone’s looking for a speaker,” or “Someone needs a coach.” You never know where your next opportunity is going to come from!

If I were to sum up my advice to fellow entrepreneurs, I would say:

• Fail quickly and learn fast.
• Be brave and put yourself out there, because you’re your own personal brand.
• Network – whether that is physically or virtually.
• And finally, look after yourself. Burnout is real for entrepreneurs. I was so passionate early on that I’d work 16-hour days, and it just wasn’t sustainable. I learnt the hard way that there’s only one of you, and you need your health to make your business work.

You were recently named and listed in Financial Times as UK Top 50 for the Kindness & Leadership 50 Leading Lights. How has kindness shown up in your leadership?

Kindness has to be authentic and that is especially important in the workplace. People spend so much of their lives at work, and I’m sure we’ve all experienced bosses who weren’t kind. Often, it’s not because they are unkind people – they might simply be going through something that you can’t see. That’s why, in my leadership, I show kindness by treating people with respect and taking time to check in with them.

When I meet with clients, I always ask, “How are you really feeling?” Sometimes they’ll keep it strictly professional, but other times they’ll say, “Actually, I’m having a rubbish time personally.”  To me, kindness in leadership is about holding space for people, genuinely listening and creating a non-judgmental environment where people feel seen and supported. I believe as leaders, we must be mentors and give back to the next generation. Make time to speak to students at your former schools and actively champion others in your community.

You’ve spoken a lot about self-confidence, especially in female leaders. Are there any practical strategies you would share with people who want to challenge their imposter syndrome?

Imposter syndrome is incredibly common. It’s that feeling of being a fraud or not belonging, and it often shows up when you’re stretching yourself or stepping outside your comfort zone. In the age of AI, I see many professionals and leaders struggle with imposter syndrome.

Here are three practical strategies I always share:

1. Accept that imposter syndrome is normal.
   Don’t try to fight it or panic when it shows up. Just acknowledge it and know that it doesn’t define you. It’s just a sign of where you are in your journey or transition and the feeling will pass.
2. Challenge the story you’re telling yourself.
   Ask yourself why you feel this way. Is it because you think you’re not capable, and is that actually true? Often, it’s just a lie we repeat to ourselves. If someone has hired you or chosen you, they believe you’re qualified, so trust their judgment more than the doubt in your head.
3. Get support if you need it. 
   If imposter syndrome is really affecting you, coaching or speaking to someone can make such a difference. Sometimes you can’t break out of it on your own, and that’s okay. Getting help is part of the process of moving beyond it.

You’ve said we should navigate AI ethically and responsibly. What has been your own journey with AI?

My background is in Business and Computer Science, so you’d think I’d be the first person to jump on AI. But I’d seen all the negative news and misinformation, so I was really sceptical at first. I was more of an observer, trying to understand the issues as well as the opportunities.

Over the last two years, though, I’ve really leaned into AI, completed AI courses and experimented with AI Tools, learning how it can help me optimise and save time and costs in my business. 

As an Executive Coach to C-Suite and SMEs founders, I’ve learnt what AI can do so that I can then help leaders and businesses adopt AI ethically and responsibly. Ultimately AI is just a tool, but we still need strong leadership, strong governance, and equality built into the systems. If an AI system is trained on biased data, it will produce biased outcomes. That’s why responsible and ethical AI is so important and ensuring we have diverse teams building AI.

We don’t all need to be experts in every AI tool. With so many options available, it’s natural to feel overwhelmed. The best place to start is simple: focus on one problem you want to solve or one task where you’d value support. From there, be intentional, choose tools that genuinely align with your goals, try them out, and give yourself permission to learn through small mistakes.

Think of AI as a tool that can support and amplify what you already do well, not replace it. By taking small, steady steps, you’ll build confidence and capability while others are still waiting for the “perfect” moment to begin.

During my journey into AI, I recognised a critical gap: global majority voices remain underrepresented in shaping the future of AI. This isn’t just a diversity issue; it’s a leadership issue. The perspectives shaping AI today will define the systems, decisions, and opportunities of tomorrow.

As a changemaker, I felt a responsibility to contribute to this space in a meaningful way. I call on the Imperial community to actively be AI champions, so that we can represent the global majority and ensure AI is ethical and inclusive.

This led me to launch my Substack, Leading in the Age of AI a platform where I share the latest AI insights, alongside practical strategies and reflections to help leaders navigate and lead in an AI-driven world.

My aim is to ensure that AI insights and decisions are inclusive, ethical, and representative of the diverse societies they impact while equipping leaders with the clarity and confidence to take responsible action in the age of AI.