1.What has been the most defining moment in your career so far?
Being Appointed a member to the International Water Association (IWA) Strategic Council. This opportunity has given me a front‑row seat to global water challenges and solutions as a regulator; while also representing the perspectives of women working in frontline water and sanitation roles.
2.What leadership qualities do you believe women uniquely bring to the water and sanitation sector?
Women leadership brings empathy, collaboration, focus on long term outcomes and strong accountability to the water and sanitation sector. Because many women understand water challenges firsthand, they naturally design solutions that are practical, sustainable and people‑centred. They also excel at building consensus across national government players, the counties, utilities, and communities—something this sector depends on. Further, women’s commitment to transparency and ethical leadership strengthens trust and drives more sustainable, long‑term results. Therefore, women leadership make the sector more inclusive, more grounded, and more effective.”
3.Looking back at your career, what support systems or mentors helped shape your journey?
When I look back at my journey in the water and sanitation sector, the support that shaped me didn’t come all at once—it came in defining moments from people who saw something in me before I fully saw it in myself. I have been fortunate to work under managers who led by empowering others. One leader, in particular, trusted me with high‑stake assignments such as pioneering shadow creditworthiness assessments and tariff indexation, and that trust forced me to operate with confidence, discipline, and integrity. It’s a philosophy I now carry forward: I try to lead in a way that lifts others into their own potential.
I also owe much of my growth to the woman who raised me; and the women in this sector—women who navigate technical complexities, community realities, and institutional barriers with grace and resilience. These women remind me that water and sanitation work is not only infrastructure and regulation—it’s dignity, safety, and long‑term social impact.
And finally, my peer networks have played a major role. At every stage, I have had colleagues who challenged my assumptions, debated ideas, celebrated wins, and held me accountable to high standards. Working alongside peers who share the same mission—to strengthen governance, expand access, and improve service delivery—has sharpened my strategic thinking and reinforced my belief in collaborative leadership.
So, my leadership path has not been shaped by one mentor but by a constellation of people, senior leaders who trusted me, women who inspired me, and peers who pushed me.
4.The theme for International Women ’ s Day 2026 is “Give to Gain. ” In your view, what does this mean for women working in the water and sanitation sector?
Give to Gain reminds us that investing in women in the water and sanitation sector isn’t charity—it is powerful, intentional multiplication. When we give women visibility, skills, and opportunities, we gain stronger WASH systems, healthier communities, and a more equitable world.
5.What changes would you like to see in the water and sanitation sector to create more opportunities for women leaders?
1. Clear pathways for women to rise into leadership through transparent promotion systems, leadership pipelines, and recruitment practices that actively encourage women to step into technical and managerial roles.
2. Intentional investment in women’s technical skills including targeted training, scholarships, and mentorships can help women enter and thrive in STEM roles within WASH.
3. Safe, supportive working environments with Zero‑tolerance harassment, and dignified sanitation facilities for women staff must be the norm, not the exception.
4. Increase visibility for women experts as speakers, innovators, and decision‑makers helps shift mindsets and normalize women’s leadership at every level.
5. Flexible, inclusive workplace policies make leadership more accessible for women balancing multiple responsibilities.
6. Empowering women at the community level: Women already manage water every day—let’s formally recognize and strengthen that leadership through governance positions.
7. Support for women‑led WASH innovations through targeted funding, incubators, and procurement opportunities can help women entrepreneurs solve some of the sector’s toughest challenges.
8. Male allies who champion gender equity will accelerate progress by mentoring and championing women colleagues; and challenging the norms that hold them back.
#WomenWhoLeadinWASH: Angela Kimani Ag. Director Corporate Services and Manager Research, Planning and Compliance
1.What has been the most defining moment in your career so far?
Being Appointed a member to the International Water Association (IWA) Strategic Council. This opportunity has given me a front‑row seat to global water challenges and solutions as a regulator; while also representing the perspectives of women working in frontline water and sanitation roles.
https://www.iwa-network.org/ourpeople
2.What leadership qualities do you believe women uniquely bring to the water and sanitation sector?
Women leadership brings empathy, collaboration, focus on long term outcomes and strong accountability to the water and sanitation sector. Because many women understand water challenges firsthand, they naturally design solutions that are practical, sustainable and people‑centred. They also excel at building consensus across national government players, the counties, utilities, and communities—something this sector depends on. Further, women’s commitment to transparency and ethical leadership strengthens trust and drives more sustainable, long‑term results. Therefore, women leadership make the sector more inclusive, more grounded, and more effective.”
3.Looking back at your career, what support systems or mentors helped shape your journey?
When I look back at my journey in the water and sanitation sector, the support that shaped me didn’t come all at once—it came in defining moments from people who saw something in me before I fully saw it in myself. I have been fortunate to work under managers who led by empowering others. One leader, in particular, trusted me with high‑stake assignments such as pioneering shadow creditworthiness assessments and tariff indexation, and that trust forced me to operate with confidence, discipline, and integrity. It’s a philosophy I now carry forward: I try to lead in a way that lifts others into their own potential.
I also owe much of my growth to the woman who raised me; and the women in this sector—women who navigate technical complexities, community realities, and institutional barriers with grace and resilience. These women remind me that water and sanitation work is not only infrastructure and regulation—it’s dignity, safety, and long‑term social impact.
And finally, my peer networks have played a major role. At every stage, I have had colleagues who challenged my assumptions, debated ideas, celebrated wins, and held me accountable to high standards. Working alongside peers who share the same mission—to strengthen governance, expand access, and improve service delivery—has sharpened my strategic thinking and reinforced my belief in collaborative leadership.
So, my leadership path has not been shaped by one mentor but by a constellation of people, senior leaders who trusted me, women who inspired me, and peers who pushed me.
4.The theme for International Women ’ s Day 2026 is “Give to Gain. ” In your view, what does this mean for women working in the water and sanitation sector?
Give to Gain reminds us that investing in women in the water and sanitation sector isn’t charity—it is powerful, intentional multiplication. When we give women visibility, skills, and opportunities, we gain stronger WASH systems, healthier communities, and a more equitable world.
5.What changes would you like to see in the water and sanitation sector to create more opportunities for women leaders?
1. Clear pathways for women to rise into leadership through transparent promotion systems, leadership pipelines, and recruitment practices that actively encourage women to step into technical and managerial roles.
2. Intentional investment in women’s technical skills including targeted training, scholarships, and mentorships can help women enter and thrive in STEM roles within WASH.
3. Safe, supportive working environments with Zero‑tolerance harassment, and dignified sanitation facilities for women staff must be the norm, not the exception.
4. Increase visibility for women experts as speakers, innovators, and decision‑makers helps shift mindsets and normalize women’s leadership at every level.
5. Flexible, inclusive workplace policies make leadership more accessible for women balancing multiple responsibilities.
6. Empowering women at the community level: Women already manage water every day—let’s formally recognize and strengthen that leadership through governance positions.
7. Support for women‑led WASH innovations through targeted funding, incubators, and procurement opportunities can help women entrepreneurs solve some of the sector’s toughest challenges.
8. Male allies who champion gender equity will accelerate progress by mentoring and championing women colleagues; and challenging the norms that hold them back.
Archives
Categories
Gallery Image
Recent Posts
Subscribe Today
Calendar