Doreen Mangesho once faced a financial crisis that changed everything about how she leads. Today, that lived experience defines her approach to managing turbulence.
In 2015, Doreen had just enrolled for her MBA as a full-time student on education leave. But back at home, things were in freefall.
“I experienced the financial pressure in 2015, and it really hit. But I never looked like someone who was suffering,” she says.
Despite the strain, Doreen still delivered at work. Neither her colleagues nor her superiors could tell the extent of her hardship. When she completed her MBA in 2018, things changed for the better, as she was primed for more senior roles. But her personal struggles became her leadership compass. Years later, when the organisation where she worked faced liquidity problems, Doreen found herself staring down a familiar abyss.
"I remember we could not pay suppliers, and we had to go and convince them. I, together with my fellow managers invited them to the organisation, and showed them what impact we deliver to the community. I met with suppliers independently and talked to them about the impact of their support for the organisation, that children and mothers were depending on what they were supplying,” she reveals.
While most leaders’ instinct would have been to lay people off, Doreen looked at her alternatives. After she levelled with them, suppliers agreed to payment plans, and the organisation stabilised. When she eventually left the organisation, the CEO pulled her aside and told her something that stayed with her.
“She told me that they valued me during that difficult time. They knew my purpose,” she says.
Finance as impact
Like many finance professionals, Doreen began her career as an auditor at KPMG, where she spent her days identifying problems. But the experience left her restless. She wanted to be part of the solution.
"I saw a lot of issues, weaknesses, reconciliation challenges. I could see that numbers didn't link to the value created. I realised I wanted to be part of people who make decisions that have impact on the community and the organisation,” she says.
When she left the firm, she carried this ethos with her. At PASS Trust in Tanzania, where she now serves as finance director, Doreen oversees finance, HR, ICT and sustainability across an organisation working in the agriculture sector. The portfolio, while extensive, is an expression of her philosophy.
" All these functions serve people and impact. At the directorate of finance and administration, we are implementing different digital systems. We manage billions of funds to support farmers’ access to finance. We are developing a sustainability policy and integrating it across the departments. We are also doing capacity building for our people so that they can facilitate transformation in agriculture ecosystems, and above all, operation efficiency,” she says.
Evolution of a profession
In recent years, Doreen has been struck by how finance itself is evolving. Today, finance directors are expected to be strategic partners who can predict the future using data and intuition alike.
"We are not even called accountants anymore. We are value creation people in the institution. We have to look at all the functions and see how finance adds value. Finance is now part of the strategic decisions. Finance, ICT and HR are strategic partners in the organisation,” she explains.
But it also demands more. Doreen has invested heavily in digitisation for business process efficiency. And while these have proved effective, the technology is only half the story. The real work has been in getting managers invested in the adopting digital process/ as part of the sustainability efforts as well.
The mentorship multiplier
As finance becomes more strategic, Doreen is convinced that mentorship is becoming more critical. She was fortunate to have colleagues early in her career who pushed her to think bigger and take on leadership.
"When I was at KPMG, my supervisors pushed me to grow. They gave me opportunities, challenged me and taught me to be confident. Without that, I wouldn’t have grown into leadership so early,” she says.
Doreen is intentional about creating similar pathways, especially for women. She has been known to deliberately champion women for roles that often go to men who are considered more experienced. Over time, Doreen has found that investing in people in this way transforms organisational culture.
"Sometimes, women need to be pushed. I will provide a chance. I usually ask HR: why can't we promote someone from inside? They say she doesn't have experience. And I say, no, we'll mentor her. Give her six months’ probation. And it works sometimes ,” she explains.
The horizon ahead
At the moment, Doreen’s priorities are digital transformation and resilience. As she notes, finance leaders are grappling with automation and trying to keep pace with technological change. But she is also acutely aware of a second challenge.
"We must prepare for digital transformation. But most important is geopolitical uncertainties. It doesn't matter which sector you're working in. Political uncertainty has affected a lot of us. We need to strike a balance between resilience and innovation. Being innovative is what will drive the organisation toward growth. But a CFO is a strategic person to the managing director and board. You must be part of strategic execution,” she says.
Doreen sees the role of finance becoming critical, saying CFOs cannot hide behind numbers anymore.
"You need to make decisions when you are in a financial crisis and you have so many people depending on you. Leadership is about people. It’s about impact. Finance is the tool. But the goal is always people,” she adds.
A grounded leader
Although managing a team of 13 across multiple functions is taxing by any measure, Doreen manages it by knowing herself.
"I’m not a morning person. My team knows this. If you want decisions or serious discussions, come in the afternoon. In the morning I’m available for updates and operational things,” she says.
She channels her energy to strategic work in the afternoon and evening, reserving mornings for meetings and team feedback. Her team knows this rhythm. Doreen is also clear about her boundaries on weekends.
"I check emails but I don’t respond immediately. I also encourage my team to take their rest. Balance is important,” she explains.
