Sheila Mninzi

My journey as a Human Resources and People Management professional began long before I formally assumed leadership roles in HR and Operations. Early in my career, I worked closely alongside Chief Executive Officers and executive leadership teams within the NGO and international development sector, serving as an Office Manager and Executive Assistant to some of the most influential C-suite leaders managing donor-funded programmes supported by USAID, PEPFAR, and the CDC. These roles extended far beyond traditional administrative support. They provided a unique opportunity to operate at the intersection of strategy, governance, operations, and people management. I was entrusted with coordinating executive priorities, supporting board and stakeholder engagements and managing organisational processes. Working within highly regulated donor-funded environments required a deep understanding of compliance, accountability, organisational effectiveness, and stakeholder management. It was in these boardrooms, executive meetings, and strategic discussions that I developed the business acumen, leadership insight, and operational expertise that continue to define my approach as an HR leader today. As my career evolved into Human Resources and Operations leadership, I carried forward the lessons learned from working alongside executives responsible for driving organisational transformation and sustainable impact. This foundation has enabled me to become a strategic HR partner who understands that people management is not a standalone function, but a critical driver of organisational success. Today, as a seasoned HR and Operations professional, I bring a unique blend of executive-level exposure, strategic thinking, operational excellence, and people-centred leadership. I am equally comfortable navigating boardroom discussions, leading organisational