The new STEP 2.0 coordinator, Esther Ndichu, had the perfect introduction to the leadership development programme: she was part of the team that developed the very first STEP programme in 2015.
Now she has rejoined STEP as its coordinator, we caught up with Esther to find out about her ambitions for the programme.
Tell us a bit about your background
Over the last 25 years I have gained a deep understanding of logistics, public affairs and corporate philanthropy and played a pivotal role in shaping corporate social impact strategies for UPS. During my tenure at UPS I held several notable leadership roles including as the vice president of Social Impact and Community Relations at the UPS Foundation, managing director of UPS in Southern and Eastern Africa, and vice president for Public Affairs for the India Subcontinent Middle East and Africa.
As the humanitarian supply chain logistics director, I was responsible for advancing the UPS Foundation’s global humanitarian efforts including managing partnerships with key UN agencies and other international NGOs. I was instrumental in developing the partnership between UPS and Gavi: a partnership which led to UPS support in developing and rolling out STEP and the Rwanda Drone Project, among other initiatives.
On a more personal note, I was born in Kenya and went to the US for my higher education and made it my second home. I moved out of the US in 2012 and have lived and worked in Europe, the Middle East and Africa. After this great experience and 29 years of living outside Kenya, I was convinced that it was time to relocate back home where I could have a greater impact on my community at large.
What is your experience with STEP 2.0?
I first came across the initial STEP programme in 2015/2016. In my role at UPS I managed the organisation’s partnership with Gavi; Kevin Etter and I worked with the Gavi team to develop the initial STEP programme. Since becoming STEP 2.0 coordinator in September, I’ve had the opportunity not only to participate in engagements with some of the cohorts and witness the direct impact of the programme on the participants, but also to work closely with our donors and implementing partners.
What strengths are you bringing to the role?
STEP 2.0 is strongly anchored in the private sector engagement. In my previous roles I’ve worked with various public and private stakeholders to develop win-win solutions. In my role as STEP 2.0 coordinator it’s important to balance and manage the needs of the coalition partners and the population that we serve.
In addition, from a supply chain operations perspective, I managed and led East and Southern Africa business, a complex territory covering 22 countries and 365 employees. Not only did we run an optimised network, but our customers relied on our expertise to efficiently and cost effectively deliver their products, so I believe I’ll be able to lend my expertise from the logistics industry to the programme.
What are your ambitions for STEP 2.0?
I am joining the PtD team at a pivotal time as we start looking at the sustainability of the donor group and the STEP 2.0 programme. I am a strong proponent for localising solutions and using local talent to drive the change. This year the team has been looking at the institutionalisation of the programme and I am excited to be involved in expanding some of the efforts that are underway. In November, we announced our partnership with ACAME in West Africa, the first institutionalisation partner, which will integrate STEP 2.0 into their existing curriculum. It will be great to identify and work with similar partners in other regions to allow us to reach more supply chain practitioners, capitalising on local talent and reducing the cost of the programme.
Today, Africa accounts for three percent of global pharmaceutical manufacturing with approximately 400 manufacturers on the continent versus 5,000 in India and 10,500 in China. With such a strong reliance on drug importation – which increases costs, opportunities for pilferage and last mile challenges – the need for local manufacturing is greater than ever. So as Africa increases its local manufacturing we could see the STEP 2.0 curriculum evolve to incorporate some of the expanded roles that will emerge from the sector. Similarly, the use of AI and drone technology to deliver products is becoming more mainstream and I believe the public health sector can leverage these opportunities to increase efficiencies and close the health equity gap in many countries. To remain relevant, I believe STEP 2.0 or 3.0 will need to incorporate these changes in the landscape into the curriculum.
