Phyllis Wakiaga: Kenyan industrial trailblazer now shaping global policies

AFTER leading the Kenya Association of Manufacturers between 2015 and 2022, which she describes as “a defining chapter” in her career where she led in shaping Kenya’s industrial journey, Phyllis Wakiagajoined the Tony Blair Institute where she currently leads the Industry and Commerce portfolio, which spansmanufacturing, tourism, life sciences, critical raw materialsthe digital economy, SMEdevelopment and public-private dialogue. Her work focuses on supporting political leadersthrough country teams to design and deliver industrial strategies that drive inclusiveeconomic transformation across key productive sectors.The Star spoke to Wakiaga on her personal life, leadership and the way forward for industrial growth.

Who is Phyllis? Where was she born and raised? How old is she, educational background and family?

I am a city girl born in Kisumu and raised in Nairobi where our family moved to when I was just two years old.  I am now in my fabulous forties (because life truly begins at40!) and proudly the only girl in a family of three siblings, a classic middle child throughand through.Education has always been a cornerstone in my life, thanks to my late parents: my dad, ahands-on engineer and my mum,a passionate educator, Doctor of psychology anddedicated public servant. I pursued a Bachelor of Laws (LLB) and a Master of Laws (LLM)in International Trade and Investment Law at the University of Nairobi. I also earned aDiploma in Law from the Kenya School of Law and was admitted an Advocate of the HighCourt of Kenya. To broaden my leadership and business perspective, I completed anExecutive MBA at JKUAT, and I am currently finalising my PhD in Leadership andGovernance. My career has taken me across the legal, aviation and manufacturing sectorsover the years.On the family front, I am incredibly blessed with a loving and supportive husband and fouramazing children. My firstborn is already in university, which feels both surreal and deeplyfulfilling. My family is my greatest grounding force and everything I do is anchored in faithand purpose.

What was your childhood dream and did it come true?

From as early as I can remember, I wanted to become a lawyer. I had a strong sense ofjustice and was always that child who challenged rules, asked tough questionsand neverquite accepted “because I said so” as a valid answer. Let us just say I gave my parents plentyof practice innegotiation, in fact they often joked that I was born a lawyer!That passion for justice led me into the legal profession and fulfilling that dream wasincredibly meaningful. But my journey didn’t stop there. As I grew older, I becameincreasingly drawn to the intersection of law, policy and industry. I witnessed first-handthe struggles of Kenya’s manufacturing sector where my father worked during theretrenchments and economic shrinkage of the 1990s. It opened my eyes to how policydecisions shape lives, jobsand futures at scale.That realisation pushed me to advocate from a broader platform shifting from legalpractice to influencing public policy, supporting industrial developmentand working withinstitutions to unlock sustainable, inclusive growth across the continent.

What is the one thing that you will never miss in your handbag and why?

Beyond the usual essentials like my phone, I never leave home without a book. For me,reading is more than a hobby it is a source of inspiration, reflectionand continuouslearning. Books allow me to explore new ideas, gain fresh perspectivesand sometimes justfind a moment of calm in the middle of a hectic day.So far, I have read seven books this year and I am currently juggling two more: Dream Countand When to Jump. Yes, I’m that person who reads multiple books at once!

How do you balance work and family?

Balancing work and family are an ongoing process that requires intentionality, flexibilityand a deep sense of purpose. I have come to realise that it is not about achieving perfectbalance every day but about living a centred life, one where my priorities are clear andaligned with my values. I am incredibly thankful for a supportive husband and children who not only cheer me onbut also keep me anchored. I prioritise quality time with my family, carving out momentsthat matter - whether it’s dinner together, family devotion, travel or just catching up on thelittle things. My faith keeps me centred and grounded, reminding me what really matterseven when life gets busy and unpredictable.

You served at the Kenya Association of Manufacturers for nearly nine years. How was it as the CEO?

Being at KAMand leading the association from2015 to 2022 was a defining chapter in my career. It was more than just a job, it truly feltlike a calling. It was a front-row seat to shaping Kenya’s industrial journey, filled with bothcomplex challenges and incredible opportunities for impact.I had the privilege of working with a passionate, talented team and industry players whosecommitment made even the toughest days worthwhile. Together, we championed criticalpolicy reforms in the economy, strengthened regulatory frameworksand launchedprogrammes that continue to empower local industries—like the Women in ManufacturingProgramme, SME Hub, the Changamka Kenya Shopping Festival, Centre for Green Growthand Climate Change and the Aassociation remains close to my heart.I was also fortunate to work with a supportive board that constantly challenged us to thinkbigger and be bolder. That spirit of collaboration extended beyond the organisation—togovernment, development partners, SMEs and industry leaders. It reaffirmed for me thatsustainable industrial growth is only possible when we all pull in the same direction.Of course, the role came with its share of tests. Covid-19 was a particularly tough period,but it also highlighted the resilience of Kenya’s manufacturing sector. I was proud to standalongside our members, to keep Kenya Moving during the crisis.Looking back, my time at KAM shaped me as a leader in more ways than I can count.

What would you say were some of the biggest achievements during your tenure?

Though it’s been three years since I handed over the reins at KAM to move to a role at TonyBlair Institute, that season remains one of the most fulfilling of my professional life. I was privileged to lead an institution at the heart of Kenya’s economic transformation,shaping industrial policy during pivotal moments like the EAC Common External Tariff(CET) review, AfCFTA negotiations, and the Economic Partnership Agreement discussionswith the EU amongst others. One of my proudest achievements was positioning KAM as a respected, solutions-driventhought leader not just in Kenya, but across the continent.

This significantly amplified ouradvocacy efforts and enabled real, tangible outcomes. A good example is the ManufacturingPriority Agenda, which we developed as a key tool to sharpen policy engagement andarticulate the sector’s needs clearly and consistently that is an annual flagship advocacypublication.We also launched the Women in Manufacturing Programme, in partnership with FloraMutahi who was the first female Chairperson of KAM and other trailblasing women inindustry. This initiative remains close to my heart; it was a bold and necessary step towardgender equity in a traditionally male-dominated space. We successfully championed key policy reforms ranging from tax and county developmentgovernment programme to judicial engagement and infrastructure improvements, firmlyembedding manufacturing firmly into Kenya’s Vision 2030 and the Big Four Agenda.

At thesame time, we strengthened KAM’s regional chapters to ensure nationwide representation.We also played a catalytic role at continental level working through COMESA BusinessCouncil and co-founding alongside other manufacturing associations both the East Africaand Pan-African Manufacturers Networks. During one of the most challenging periods, Covid-19, we advocated formanufacturers to be recognised as essential service providers, enabled access to stimulusmeasuresand worked with industry to scale up production of Covid-related products. Theefforts helped the sector remain resilient during a time of national and global uncertainty.We also hosted the Global Compact Network Kenya at the association, and I had the honourof serving as its first Chairperson of the network alongside a visionary board and thedynamic Executive Director Judy Njino, helping grow the largest sustainability network inthe country. 

Internally, we invested heavily in governance and institutional capacity, building a high-performing, values-led Secretariat committed to professionalism, transparencyandimpact.  One of my greatest joys was working alongside a team that believed deeply in themission and consistently went above and beyond to serve the sector.I am incredibly proud that the foundation we laid has continued to grow stronger. The teamat the Secretariat today under the leadership of CEO Tobias Alando continues to upholdand advance that legacy, driving forward KAM’s mandate with passion, resilience andinnovation. It is exciting to see them not only sustain the momentum but also pushboundaries and take the institution to new heights.Looking back, it was a season of service, stretching out of my comfort zone and deepleadership. I am grateful for the trust,the teamsand the lifelong friendships andpartnerships across private sector that shaped that journey.

Any regrets?

No regrets at all. I believe every role is for a reason and a season and during my time atKAM, I served with conviction and clarity of purpose. I embraced the opportunities andchallenges that came with the role and walked away with experiences and relationshipsthat continue to shape and support me to this day.

What makes a good CEOin your opinion?

A good CEO leads with vision, integrity and empathy. They are strategic thinkers who cannavigate complexity, communicate clearly and rally teams around a shared purpose. Butwhat Ihave learned both in the role and through experience is that great leadership isn’tabout having all the answers. It is about creating the conditions for others to thrive andgiving people the space to bring their best selves to the work.Adaptability, emotional intelligence, curiosityand resilience are just as important. Some ofthese traits aren’t taught in classrooms but they are cultivated over time, often through thehighs and lows of leadership. I certainly didn’t have it all figured out on day one. I learnedon the job, leaned into mentorship and stayed open to feedback lessons I still carry withme today.Ultimately, a good CEO remains a learner: someone who is ready to learn, unlearn andrelearn, listen deeply and build leadership in others. That is what transforms potential intoreal, lasting impact.

What challenges do you feel Kenya needs to address to realise its targeted industrial growth?

Kenya’s industrialisation journey reflects a broader challenge seen across many Africanand emerging economies: how to build globally competitive, inclusive manufacturingsectors amid structural and policy constraints.A key enabler for industrial growth is the creation of a predictable, transparentandsupportive policy and regulatory environment. Like in many peer countries, Kenyanbusinesses often contend with shifting policies, abrupt tax changes and regulatorycomplexity all of which increase the cost of doing business and constrain long-terminvestment. Unlocking industrial growth requires consistency, clarityand a strong deliveryculture in policy implementation.Tax regimes, for instance, must strike a careful balance. While revenue generation iscritical, especially in developing economies, the design of taxation frameworks must alsosupport productivity, innovationand job creation. This is a common tension across thecontinent and one that calls for smarter, more growth-oriented fiscal strategies.Critical enablers such as energy costs, logistics and access to affordable finance remainshared bottlenecks across the region. Addressing them will require coordinatedinvestment, cross-sector reform and stronger public-private collaboration.Importantly, while many African countries, including Kenya have developed robustindustrial policy frameworks, the real challenge lies in execution. The difference betweenambition and achievement is often delivery. Translating policy into progress requiressustained political commitment, capable institutionsand strategic partnerships thatprioritise results over rhetoric.In that sense, Kenya’s path mirrors that of many other economies at a similar stage ofdevelopment. The opportunity lies in doubling down on industrialisation as a long-term,transformational agenda anchored in regional collaboration, integrated value chainsandbold, sustained execution.

You moved to the Tony Blair Institute for Global Change as Senior Advisor. Tell us about your role?

I joined the Tony Blair Institute in 2022, and it has been a great journey intellectually rich,globally engagingand deeply purpose driven. TBI’s mission is to support political leadersto deliver bold reform and drive inclusive, sustainable development. As part of our GlobalAdvisory team, I currently lead the Industry and Commerce portfolio, which spansmanufacturing, tourism, life sciences, critical raw materials, the digital economy, SMEdevelopment, public-private dialogue. My work focuses on supporting political leadersthrough our country teams to design and deliver industrial strategies that drive inclusiveeconomic transformation across key productive sectors.

How is it working with a global entity?

It is an enriching experience. Working with the Institute has given me the opportunity toengage across several countries, supporting governments in diverse contexts and atdifferent stages of their development journeys. It has stretched me, challenged meandreinforced my sense of purpose to help shape systems that deliver real impact.Being part of a global organisation that works in over 40 countries has also broadened myperspective. The work I have done across different countries has exposed me to a widerange of economic models, leadership stylesand policy challenges. I have valued theopportunity to contribute to transformative work with my colleagues across Africa andbeyond applying global insights while staying grounded in local realities.

Any lessons from your global role?

One of the most important lessons is that context matters deeply. There is no one-size-fits-all approach each country has its own unique dynamics, challengesand windows ofopportunity. Success lies in listening, adaptingand co-creating solutions that are locallyowned and led.It’s also reinforced the critical importance of delivery, which is a key part of the work at theInstitute. Vision and strategy are essential and it’s disciplined in execution, getting thingsdone, that ultimately changes lives. Real impact comes from delivery and building systemsthat follow through translating plans into progress and ambition into outcomes.Most importantly, I have seen that politics when harnessed as a force for good can be trulytransformative. With the right vision, the right mindset, the right support and the rightmoment, meaningful change becomes possible.

What have been the biggest challenges you have faced so far?

One of the biggest challenges has been holding space for complexity navigating competingpriorities, diverse expectationsand the reality that impact is notalways immediate. Ineconomic development, progress is often incremental and takes time. Staying focused,patientand outcome-oriented while managing that ambiguity has been a real area ofgrowth for me.Balancing the intensity of the role particularly the travel while staying present for myfamily has also required discipline, adaptability and constant realignment of priorities.This season also brought profound personal loss. I walked through the illness and passingof my parents and mother-in-law while navigating demanding professional responsibilities.Holding space for both grief and my career taught me resilience in new ways and remindedme of what truly matters.

What are some of the biggest achievements?

This season of my life has been defined by meaningful work, collaboration, and continuedgrowth. At TBI, I have had the opportunity to contribute to industrialisation strategies andsupport the development of our industry and commerce portfolio alongside my colleagues.The work we have done has deepened the support we offer to country teams and the politicalleaders we advise, helping to translate economic priorities into actionable strategies thatdrive transformation.I also continue to invest in my passion on career and leadership development throughCareerSight Kenya, a platform that brings together professionals across all stages of theircareers to learn, share and grow. As Patron, I have seen the power of creating spaces wherepeople can reflect on their purpose, connect with othersand access the tools they need tolead with clarity and confidence.In parallel, I continue to serve on several boards across, which provide an excellentplatform to exercise my passion for governance and institutional growth. In 2024, I wasrecognised by the Women on Boards Network in the Women on Boards category anencouragement to continue contributing meaningfully in boardrooms and beyond.

Anything that keeps you awake at night?

What keeps me up is less anxiety and more a deep sense of responsibility to lead well, livewith purpose and make the most of the opportunities I have been entrusted with.I think about my family and how to remain present and supportive, especially whilemanaging the pace of a packed calendar. I reflect on how to influence systems for good,sometimes turning over a project in my mind to find new angles or perspectives. I thinkabout the book I am writing, finalising my PhD workand occasionally get up to jot downthoughts or review my thesis.But some nights, it is quieter. I find myself journalling and reflecting, my own journey howto stay anchored in who I am, safeguard my mental well-being and not let everything elsematter so much that I forget to simply be and enjoy this season of life.And yes, there are also nights when a great book or the YouTube rabbit hole keeps meawake far longer than planned.

What is the best professional advice you have ever received or can give?

The best professional advice Ihave ever received is from a Stephen Covey book and one Ioften share is: “Live life in crescendo; your greatest work is always ahead.” It is a mindset thatkeeps me forward-looking, no matter how much I have achieved. It reminds me to stayadaptable, keep learningand approach every opportunity with purpose and humility.Across my personal and professional journey, I have seen the value of staying curious,embracing change and never settling. Growth does not end with a title or milestone, itcontinues if we are willing to show up, evolve and serve with intention.

What do you do outside your professional life?

I enjoy music, reading, cookingand travelling with my family. I also make time for walking,catching up with close friends and family, and carving out space for stillness and reflection.I am actively involved in my church, where I teach Sabbath School in the children’s Ministry.Mentorship remains a strong personal commitment. Through CareerSight Kenya, I hostdifferent activities including a monthly webinar that brings together professionals acrossdifferent fields to share insights, build communityand grow together.Writing is another creative outlet. I regularly write articles and reflections on industry andleadership. That is how I process, express, and stay engaged with the world around me.And yes, there are days when watching Netflix is exactly what I need. A great series ormovie at home is often the perfect way to relax, reset and just enjoy the moment.

How would you rate Kenya in regard to the number of women in public leadership positions?

Kenya has made commendable strides in increasing the visibility of women in publicleadership, but we are still far from where we need to be. Achieving gender parity requiresmore thanrepresentation. It calls for deliberate, sustained efforts to break structuralbarriers and build pathways for women to lead at every level.I strongly advocate for policies and programmes that support women’s leadershipdevelopment starting early, from education and mentorship, all the way to executive anddecision-making roles. Creating environments where women can thrive, and lead is not justthe right thing to do it’s a strategic imperative for national progress and inclusivedevelopment.

There are concerns that while the girl child has been empowered, the boy child has been forgotten. What is your take?

Balanced empowerment is essential. While we have made important strides in supporting thegirl child, we must be equally intentional about addressing the evolving needs of boys. Trueequity means uplifting both so that we build a society where everyone can thrive,contributeand lead with confidence.As a mother of three boys, this conversation is personal. I am deeply intentional aboutraising them with strong values, emotional intelligenceand the support they need torealise their full potential. Boys, just like girls, need safe spaces, mentorshipand guidanceto navigate an increasingly complex world.Empowering the next generation must be inclusive. It is not a zero-sum game—it’s aboutbuilding a future where every child, regardless of gender, is equipped to lead and servemeaningfully.

What gives you satisfaction?

I find deep fulfilment in contributing to meaningful change whether it is driving policy thatunlocks opportunity, mentoring and coaching professionals, governing institutions orhelping shape strategies that uplift communities and open doors for others. Seeing tangibleresults from work that empowers people brings me real joy.Equally, I draw great satisfaction from being present with my family and nurturing mychildren as they grow into confident, grounded individuals. My involvement in church,particularly teaching and mentoring children, gives me a strong sense of purpose andspiritual balance.

What would you tell a youngster who dreams of becoming a successful CEO—or let’s say, a future Phyllis?

Don’t chase titles chase growth, purpose and impact. Focus on building your characterbefore your résumé. Learn to lead yourself before you lead others. Success is not abouthaving all the answers it is about staying grounded, being teachable and showing up withconsistency and courage.Your journey will evolveand so will your definition of success. Stay anchored in yourvalues, surround yourself with people who challenge and uplift you and don’t be afraid totake the long road, it often builds the deepest roots.And finally, remember becoming “you” is the real goal. The world doesn’t need anotherPhyllis, it needs you, fully formed, purpose-ledand ready to lead in your own way.