Knight Frank Uganda head of finance Asibat Mwambu, Baylor Foundation FD Marie Nassiwa-Martin and Africa Healthcare Network group CFO Michael Kariuki share how mentorship has shaped their careers and why they make it a priority.
When Baylor Foundation finance director Marie Nassiwa-Martin was working at Shell in Glasgow, UK, she wanted to gain experience beyond her role in the treasury. She had started her ACCA certification and was eager to get exposure to different finance functions. She approached one of the managers with the request, she was allowed to work in audit and reporting for two afternoons a week. That decision, which Marie considers a kindness to this day, shaped how she trains her own team today.
“Whenever I am in an organisation leading people, I tell them I might not be here tomorrow. You need to be able to stand up and present your report to the board. Are you happy presenting this to the board how it is? And if you are not, make it right,” she says.
Marie believes it is important that her team members develop the capacity to stand on their own and take ownership of their work. She encourages them to demonstrate initiative and provides honest feedback. Growth, in her view, is both an individual and managerial responsibility. The most rewarding part, she reveals, is watching people rise to the challenge
“I want to actually help people because that also gives me joy. When I left, one of the managers became the CFO and he thanked me for the time that I trained him. So, I make my finance managers especially take ownership and learn,” she says.
Knight Frank Uganda head of finance Asibat Mwambu shares the belief that mentorship is essential for growth. He recalls a time when he was ready to take a new job offer that looked promising on the surface. Before accepting it, he consulted his mentor, who helped him interrogate the offer and see things he had overlooked. That conversation altered the course of his career.
Making informed decisions
“Any major decision that involves my career, I have to run it by my mentor. You might think something is a really good opportunity, but it might actually not be the case. Having someone that sits you down to have an honest conversation helps you make an informed decision,” he says.
Asibat is paying it forward by mentoring his team members. He recalls working with a colleague who struggled to take feedback and was often defensive. Over time, Asibat's guidance helped shift his mindset.
“I have taken a couple of people under my wing. One of them has done really well and moved on to a higher level and better terms. The feedback I get from them is incredible. That gives me a sense of fulfillment and satisfaction,” Asibat says.
He recalls a moment when his mentor encouraged him to apply for a role in the insurance industry after years at an audit firm. The position, which was for a senior accountant, served as his transition into finance and marked a defining chapter in his career.
“It exposed me to a variety of things including day-to-day operations and managing finance for a multinational. I had never audited a life insurance company before, and the learning curve was steep. But within three months, I had been promoted to chief accountant,” he says.
For Africa Healthcare Network group CFO Mike Kariuki, mentorship is a leadership responsibility. When building his team, he puts passion and attitude at the fore, as he believes technical competence can be nurtured with the right guidance. His approach is grounded in his own experience of being mentored.
“I really care about building strong teams and mentoring them. My mentors have taken time to shape me, so I try to give back by mentoring others when I can. That cycle of learning and teaching is so important to me,” he says.
Mike is working to create a work culture where people learn how to take informed risks. He is keen to shape the values of his team members, as he believes he is responsible for growing them into leaders.
“The mentors I have taught me how to think and stay calm when I need to make tough decisions. That is the kind of leadership I try to model for my team, because someone did that for me,” he says.
