Dilip was recently named East Africa's CFO of the Year alongside two other major awards.
In a conversation with CFO East Africa, Dilip credits a leadership style inspired by the eighth wonder of the world.
How did it feel when your name was called as East Africa’s CFO of the Year?
It was one of those moments where you are pretending not to listen, and suddenly it’s your name. By then, I had already gone on stage three times: for the nomination trophy, the Strategy Execution Award, and the Kenya CFO of the Year award. So I had mentally checked out. I genuinely was not expecting to be called again. When my name came up, my first reaction was disbelief, followed immediately by a deep sense of gratitude.
You won three major titles that night. What do these recognitions mean to you?
For me, these awards really belong to the team. They are the engine behind everything we do, and their commitment and teamwork made these wins possible. It also reflects the company’s vision, one that pushes us to think bigger, act boldly, and trust our people. And on a personal note, it’s very humbling. My wife and daughter have been the silent strength behind every step of my career. Without them, half of what I have done wouldn’t have been possible.
Safaricom’s Ethiopia entry was a defining chapter. What gave you the confidence to push through such a complex expansion?
The Ethiopia expansion was never an easy decision, given the macro environment. But the opportunity was compelling. The second-largest populated country in Africa, a young demographic, only one operator, and low mobile penetration. We always knew this was a long-term play, building digital infrastructure and transforming lives. But the reality was tough. Lower-than-expected commercial success, a challenging operating environment, and then the currency float in July 2024 that led to over 100 percent depreciation of the Ethiopian Birr. Every strategic choice carries risk. What keeps you going is a strong belief in who we are, why we are there, and the long-term value we want to create.
You also won the Strategy Execution Award. What mindset guided you through that period?
I have always believed we are all works in progress. Staying humble and knowing we can keep improving matters a lot. Progress, even in small steps, is more important than perfection. Momentum in execution is everything. I also believe in distributed leadership, like the wildebeest during the Mara River crossing. They do not rely on a single leader; they move as a herd, picking up cues from each other. The decision emerges from the group and not from one leader. That mindset resonates with how I lead.
Who do you credit for making these wins possible?
Honestly, no single person or team can take credit. We work in an agile, interconnected environment where finance, strategy, technology, commercial, operations. Everything is linked. Nothing moves because of one individual. These wins happened because many people showed up every day, supported each other, challenged ideas, and moved in the same direction. I may have received the trophies, but the achievement belongs to the entire team.
In a year where many CFOs faced uncertainty on several fronts, what does this recognition say about your direction for Safaricom’s finance function?
My team may answer this better, but from my view, a few things stand out. There is no shortcut to success and no substitute for hard work. When things get tough, you double down on the basics and avoid shortcuts. Progress rarely comes from instant wins. It comes from staying steady when nothing seems to move, and from not giving up when success might be just one step away. Luck plays its role, but most of the time, it’s the quiet courage to persevere and keep showing up that makes the difference.
You’ve worked across multiple countries for over three decades. How does this win compare to others?
Every recognition is special. What makes this one special because it happened in a continent that was completely new to me. You arrive as a learner, you adapt and you grow. There is also something special about being the Inaugural Edition Winner. And finally, this comes from CFO East Africa, an extremely credible professional community platform and the process of awarding from nomination to judging makes it very compelling. That makes it truly significant and aspirational.
How are you planning to celebrate this festive season after the big wins?
Honestly, nothing extravagant. Moments like these are more meaningful when shared quietly with the people who walked the journey with you. A simple dinner with the team, and time with my family. That is more than enough. Year end is a natural pause for reflection - what went well, what could have been better, and what we need to focus on next. For me, that reflection is more important than any big celebration. So the real “celebration” is simply gratitude for the team, for the company, and for the journey so far and preparing for the road ahead.
