This archive report was first published on 30 August 2021.
From Village Roots to Global Leadership ¶
As the Head of Novartis sub-Saharan Africa, managing 46 African countries, Rachel Racey has come a long way from her humble beginnings in a small village in Western Kenya. In this exclusive interview, she shares her inspiring career journey and the lessons she has learned along the way.
Published on August 30, 2021
Racey, a mother of two, is also the co-chair of the World Economic Forum’s Regional Action Group for Africa (RAGA), in the social intervention-working group on Women Economic Empowerment and Financial Inclusion.
She holds a B.Sc. Biochemistry (Major) and Zoology from Egerton University and a Master’s in Business Administration (International Business Management) from the University of Nairobi (U.O.N.).
With over 20 years of experience in the pharma industry, Racey has held various positions of responsibility, including Business Franchise Head for Established Medicines at Novartis, Country Group Head for English East and Horn of Africa, and Head of Novartis Pharmaceutical Division as Africa Cluster Head.
Currently, she is leading a major business transformation that has integrated three major divisions and has a bold mandate to reach patients irrespective of their income status.
‘I want to help improve the lives of people in this region,’ she says, reflecting on her childhood experiences growing up in Western Kenya, where she witnessed many health-related challenges, including malaria and sickle cell disease.
‘These heartbreaking stories inspired me to look for solutions for my community and that ignited my interest in health,’ she recalls.
Throughout her career, Racey has faced numerous challenges, including imposter syndrome, but she has learned to stand up for herself and challenge back respectfully.
‘I have come to realize that my values have remained the same, even as my surroundings have changed over the years,’ she says.
‘I remember putting a lot in my work then, wanting to excel at what I was doing, being curious, aspiring to be an inspirational leader, treating people with respect, putting in the hard work and seeking alignment where I needed to and so on.’
She emphasizes the importance of surrounding herself with the right people, smarter people, and having a personal board of directors for self-governance, insights, and foresight.
‘You should have people or a person who will keep you accountable, those who will cheer you, mentor you and advocate for you,’ she advises.
As she looks back on her career journey, Racey reflects on the paradox of her life – the similarity and yet the difference of the younger her versus the older her.
‘I have learned to be courageous and brave enough to stand up for myself when I am being disrespected by anyone, without the fear of being judged,’ she says.
