GAIN - Our people

Amos Atuya

gloireri — Thu, 19 Feb 2026 07:41:40 +0000

Amos Atuya gloireri Thu, 02/19/2026 - 08:41

1. What are your responsibilities as Chief Financial Officer?
As CFO, my role is to provide financial leadership that enables GAIN to deliver on its mission effectively and sustainably. I oversee financial planning and analysis, treasury management, compliance, donor reporting, and the stewardship of resources across all our programmes globally. I work closely with our country teams to ensure financial systems are strong, transparent, and responsive to programme needs. I also contribute to broader organisational strategy as part of the Strategic Management Team, helping guide cross-cutting decisions that drive long-term impact.
2. What motivated you to work at GAIN?
I was initially drawn to GAIN by its mission. Once I joined, what stood out was the way people work together with purpose and clarity. The organisation has a strong values-based culture, and leadership creates space for people to contribute meaningfully. There’s a high level of trust, collaboration, and accountability, which makes the work both engaging and fulfilling. Being part of GAIN has allowed me to grow while working alongside committed professionals who care deeply about what they do.
3. What are the rewarding aspects of leading a team at a global level?
Leading a global team is both humbling and enriching. It gives me the chance to work with colleagues from diverse backgrounds, each bringing unique perspectives and insights. That diversity not only sharpens our decision-making, it also makes the journey more fulfilling. I find deep satisfaction in mentoring team members, supporting their growth, and seeing them step into leadership roles in their own contexts. The learning goes both ways. I gain just as much from the team as I give. It also deepens my appreciation of different cultures, which in turn has made me a more empathetic and well-rounded leader.
4. What is your vision for the global finance team at GAIN?
My vision is to position the finance team as a strategic enabler that not only supports programme delivery but actively drives it forward. I want our team to be future-ready, using data, systems, and technology to provide insights that guide decision-making. This includes strengthening our internal capabilities, building resilience through sound risk management, and ensuring efficiency across our operations. I also want to nurture a culture of continuous improvement and innovation where finance is viewed as a proactive, solutions-oriented partner across the organisation.
5. Any advice for staff who want to grow as leaders?
Leadership begins with taking responsibility for your work, your mindset, and your growth. Be proactive. Ask questions. Stay curious. Stretch yourself beyond what feels comfortable and always seek to learn from those around you. Soft skills matter just as much as technical ones. How you communicate, how you handle feedback, and how you manage relationships will define your leadership journey. Most importantly, do your work with integrity, consistency, and excellence. People will notice and they’ll trust you to lead.
6. What’s your greatest achievement in this role so far?
I’m still early in this role, but one of the things I value most so far is the progress we’ve made in strengthening collaboration across teams and aligning our financial priorities with the organisation’s strategic goals. There’s a clear shift toward more integrated thinking across finance and programmes, and that’s something I’m proud to support. I believe this kind of alignment will lay the foundation for bigger, more sustainable achievements down the line.
7. How would you describe GAIN’s organisational culture?
GAIN’s culture is grounded in values that are lived across the organisation: passion, voice, innovation, integrity, teamwork, and humility. What sets it apart is how intentionally these values are practiced, not just discussed. Leadership across GAIN makes a deliberate effort to reinforce these principles through action, creating an environment where people are encouraged to contribute, challenge, and grow. It is a place where collaboration goes beyond functions and hierarchies, and where people genuinely care about the mission and about each other. That kind of alignment and clarity of purpose makes leading here both meaningful and energising.
8. What legacy do you hope to leave as a leader?
I want to be remembered as a leader who built something lasting, not just in systems but in people. I hope the teams I’ve led are stronger, more confident, and more capable because of the opportunities and trust they were given. I take pride in enabling others to grow into their potential and lead with confidence. If I can leave behind a team that is empowered, resilient, and forward-thinking, and a finance function that is respected for its clarity and contribution, that would be a legacy worth leaving.

Countries

Global

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Location

Kenya

Publication Date

Thu, 04/10/2025 - 12:00

Role

Chief Financial Officer (CFO)

Function

Finance

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Atanu Chanda

safiria — Mon, 07 Oct 2019 08:18:19 +0000

Atanu Chanda safiria Mon, 10/07/2019 - 09:18

What are your responsibilities as Programme Associate for the Food Policy and Financing programme in Bangladesh?

I joined GAIN in August 2015 and since then I have learned a lot. I initially started as an Intern for the Maternal and Young Child Nutrition (MIYCN) Home Fortification programme and then became an Associate for the Large-Scale Food Fortification (LSFF) and Value Chain programme. I am working as a part of the LSFF and Value Chain team to move forward the agenda for food fortification in Bangladesh, in close collaboration with the Government (Ministry of Industry and Ministry of Health), businesses (refineries, associations, wholesalers, retailers), civil society and other stakeholders. As part of my responsibilities, I am supporting programme implementation and multisectoral coordination. In addition, I lead on innovation and technical support for quality assurance (QA) and quality control (QC).
During my time at GAIN, I also had the opportunity to support phase II of the MIYCN Home Fortification programme and Workforce Nutrition in Bangladesh.

What motivated you to work at GAIN?

Imagine that you work hard from dawn to dusk, and yet your pay is so poor that it can hardly feed your family. Imagine that basic human rights are not applicable to you. Imagine that your children do not have access to proper food, nutrition, health, hygiene and education. Imagine that you and your family live in slavery for centuries in the vicious cycle of poverty and malnutrition. This is not a story; this is exactly what I saw in tea garden plantations in Bangladesh during my field placement as part of a Master’s programme in Public Health (MPH) in 2013. After this experience, I felt an irresistible urge to help vulnerable populations and work towards finding low-cost sustainable solutions - such as exclusive breastfeeding, infant and young child nutrition, micronutrient powders (MNPs), and affordable fortified food. I found GAIN as an excellent platform to harness the power of nutrition and work for the people who are most vulnerable to malnutrition.

Which are the most rewarding aspects of your work?

What could be more rewarding than being part of a journey which aims to bring positive change in human lives? GAIN allows me to develop my passion and my skill set to improve technical know-how. GAIN also offers a precious opportunity to use the life-changing power of nutrition for a greater purpose - through innovations, alliance building and cross-sectoral implementation.

Atanu Chanda is Programme Associate, Food Policy and Financing, and is based in the GAIN office in Dhaka, Bangladesh. © GAIN

What are the main challenges you face in your work?

For me the major challenge is to work in donor-dependent programmes. Such programmes are more focused on donor wishful thinking than on what a country really needs. Donor dependency is also inhibiting the legacy behind a programme, as we need to shift the focus from our own working schedule to availability of funds and donor priorities. For example, the Government of Bangladesh recently released the National School Meal Policy 2019. This policy is a paradigm shift from fortified biscuits to hot cooked midday meals. In 2012, GAIN and its partners - Dubai Cares and the Government of Bangladesh - jointly inaugurated the first pilot project of hot cooked midday meals in Bangladesh. This was a ground-breaking intervention for the School Nutrition Programme (SNP), which was finally adopted by the Government in the National School Meal Policy. However, GAIN was not able to carry on with that project due to unavailability of funds. Other development partners (e.g. the World Food Programme) took the opportunity to leverage their profiles in this area. As a result, the Government of Bangladesh recognised the World Food Programme as its key development partner in its new policy.

Which is your greatest achievement in this role so far?

I think it is a bit difficult to say which is my greatest achievement so far, as I am always in an elusive search for affordable and sustainable solutions to end hidden hunger. I am very proud of my work to make a real difference in the lives of millions of infants in Bangladesh - through exclusive breastfeeding, infant and young child feeding, micronutrient powders, behaviour change communication, women’s empowerment and entrepreneurship development. I believe that I have not only helped vulnerable malnourished people survive, but also thrive.

In your view, which is the greatest nutrition challenge facing Bangladesh today and how can this be solved?

According to the "National Micronutrient Survey 2011-2012", the population of Bangladesh suffers from a very high deficiency of vitamin D, with a prevalence of 45.5% in school-aged children. The vitamin D plays an important role in our bodies, by maintaining normal levels of calcium and phosphate in the blood, which in turn facilitates bone mineralisation, contraction of muscles, nervous system activities and cellular functions. In the "National Strategy for Prevention and Control of Micronutrient Deficiencies in Bangladesh 2015-2024", there is no programme for preventing vitamin D deficiency among the high-risk population groups in the country. Adding vitamin D in edible oil fortification can be a great solution to this complex problem. In Bangladesh, GAIN is leading the agenda for fortification of edible oil with vitamin A. Therefore, I think it is time to go for double fortification of edible oil with vitamin A and D and combat vitamin D deficiencies in Bangladesh.

Countries

Bangladesh

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Location

Dhaka

Publication Date

Sun, 10/06/2019 - 12:00

Role

Programme Associate

Function

Programmes

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Programme (2024)

Large-Scale Food Fortification

Uduak Igbeka

safiria — Thu, 04 Jul 2019 15:01:14 +0000

Uduak Igbeka safiria Thu, 07/04/2019 - 16:01

Could you describe your role at GAIN?

I focus on private sector engagement on nutrition issues in line with the priorities set by the government. My role is very multisectoral and dynamic: it goes from business support to government interaction and engagement with development partners on the role of business in the delivery of improved nutrition.

Why is it important to involve the private sector when looking for solutions to the malnutrition challenge?

It’s important because in the private sector people have unique skillsets which can be very useful to find sustainable and innovative solutions to addressing nutrition problems. The private sector is usually quite dynamic and can deliver strong and effective services. Through a market-based approach, businesses can quickly scale up interventions that lead to better nutrition for all.

Uduak Igbeka is a Senior Associate and is based in the GAIN office in Abuja, Nigeria. © GAIN

What are the most rewarding aspects of your work?

What I find most rewarding in my work is to see businesses becoming nutrition advocates and trying to passionately change behaviours and influence consumer’s choices, so that people eat more nutritious foods.

What are the most challenging aspects of your work?

I find particularly challenging not being able to meet the needs of all the businesses I meet, especially those who have great potential for impact.

What do you like most at GAIN and why?

I have been at GAIN for almost eight years now and what I enjoy most is working with great people. We spend most of our lives at work. If we don’t get along with our colleagues, then it becomes quite a chore. The people I work with at GAIN are amazing.

Countries

Nigeria

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Location

Abuja

Publication Date

Thu, 07/04/2019 - 12:00

Role

Senior Associate, SUN Business Network

Function

Programmes

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Elizabeth Maddison

safiria — Tue, 02 Jul 2019 14:08:32 +0000

Elizabeth Maddison safiria Tue, 07/02/2019 - 15:08

What are your responsibilities as Director of Strategic Operations?

I’m responsible for leading the Human Resources (HR) and Information Technology (IT) functions. I am also Secretary to the GAIN Board, so responsible for supporting good governance. In addition, I am a member of the Strategic Management Team, the leadership team in charge of taking collective and strategic decisions on behalf of the organisation.

What motivated you to work at GAIN?

I get a buzz out of helping organisations to be effective at what they do, to think strategically, to have high-quality operations that support that strategy, and to focus on their people as the way to succeed. And I love leading a team within the organisation to help them develop and deliver. GAIN ticks those generic boxes for me. But more specifically, I’m motivated by our unrelenting focus on food systems and I like the fact that we are trying seriously to do things with the private sector. I am not a development specialist, but it does seem to me that we need to take a system approach and to cross the public/private/international non-governmental organisations boundaries if we are going to get real traction on previously intractable problems.
I’m also really motivated by working in a globally-dispersed organisation with teams in different countries and with individuals from different backgrounds, with different technical and professional skills. Helping all of us to work well together is key to maximising our impact. Finally, GAIN is quite “young” as an organisation, so we don’t seem to have some of the baggage you sometimes find in longer-established places. It’s good to have the space that creates, and to work with colleagues - many of whom are young – capable of thinking differently about their world.

Elizabeth Maddison is GAIN Director, Strategic Operations, and is based in the GAIN office in London. © GAIN

What are the most rewarding aspects of your work?

Personally, I really enjoy working with smart people who have a real commitment to their work, who want to find solutions, who can have a really challenging debate about principles and practice whilst also being personally supportive, who are determined to take the best possible decisions. I’m very proud of all the work that the HR team has been doing. We’ve updated the way GAIN approaches some big and important “people” issues, including gender, equality and diversity; we’ve led a big investment in learning and professional development; we’ve developed a new Code of Conduct for staff; we’ve improved the way we recruit and bring staff into the organisation, so that we make sure we find the best talent and support staff to be successful; we’re supporting staff to do their best, all of the time.

I also really enjoy working as a member of the GAIN Strategic Management Team. We are very different individuals, but we work well together. We respect each other’s contributions, we have high expectations of each other, we take our responsibilities seriously and we give each other a lot of mutual support. It can be easy to take that for granted but it’s not universal, so it’s good to pause sometimes to acknowledge it.

Why does diversity at GAIN matter?

Four simple reasons. Firstly, it is the right way to operate. Secondly, there’s lots of evidence that organisations that take diversity seriously in their policies and their practice are happier, more creative and more productive, with lower turnover and absence. Thirdly, as an employer, why would you cut yourself off from talent, instead of looking for it everywhere and nurturing it wherever you find it and whatever form it takes? Fourthly, we work in a diverse world and if we are not reflective of that, where’s our credibility?

Is there any advice you can give to women who want to advance as leaders? Any key points to focus on?

I started my career a long time ago and lots has changed – especially the use of technology. In my first job we had a typing pool, you wrote out what you wanted to say on a piece of paper, it was collected on a trolley, it came back typed several hours later. The idea of connecting simultaneously with colleagues around the world on a screen from your desk and working collaboratively on a document or project in real time would have been fantastical.

But in some other areas, the pace of change has been much slower. A recent media article said that, at the current rate of change, it will be 202 years before the world achieves gender pay parity. That’s shocking.

But underneath these big global changes where lots of us sometimes feel we have no control, I think every individual needs to focus on the everyday, that’s where we can all make a difference. I would urge everyone – male or female – to try to do five things. Firstly, base your decisions on the best evidence you can get. Secondly, try to be kind. Thirdly, think about women leaders you admire and how they work. Think Michelle Obama going high when they go low, or Jacinda Arden holding up her country in the face of the gun attacks on Mosque worshippers. In my case, I had a woman boss for several years in a difficult job. However challenging the conversation, I left her office feeling better than when I went in. Fourthly, listen to your mother. My mother gave me the two best pieces of management advice I ever had – “if a job’s worth doing, it’s worth doing well”; and “you get out of something what you put in to it”. Finally, listen to your daughter(s). They will live with the legacy of your actions and face every day the reality of the kind of sweeping changes I mentioned at the start of my answer. They will keep you grounded – and looking forwards.

Countries

United Kingdom

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Location

London

Publication Date

Tue, 07/02/2019 - 12:00

Role

Director of Strategic Operations

Function

Strategic operations

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Career page

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Esperança Matsimbe

safiria — Fri, 28 Jun 2019 14:14:38 +0000

Esperança Matsimbe safiria Fri, 06/28/2019 - 15:14

Can you describe your role at GAIN?

My role is to support the implementation of projects inside and outside GAIN. I make sure that all of our stakeholders, such as representatives from government or private sector, are informed about our activities. I take care of logistics related to such activities, for example, events and bookings, and I prepare the contracts with the services providers.

What do you like most about your job?

I like the opportunity that GAIN gives me to carry out a variety of activities every day. These help me improve my skills and learn more in different areas, so that I can grow professionally. In the last few months, for example, I have been involved in due diligence activities for companies that have requested grant or technical assistance from GAIN. I really enjoyed working in the same areas as my studies (accounting and auditing) and being able to apply my skills. In the future, I hope to have the opportunity to be more involved in this type of work.

Esperança Matsimbe is a Junior Project Associate and is based in the GAIN office in Maputo, Mozambique. © GAIN

What motivated you to work at GAIN?

I am motivated by the mission of GAIN to improve nutrition all around the world and, in particular, in Mozambique where I am based. Currently, in my country, 44% of the children under five are malnourished. I hope that in the years to come this number will go down and we will be able to improve children’s nutrition.

I also appreciate the opportunity I have at GAIN to grow professionally. I joined the organisation in 2016 as an Administration Assistant. Since 2017, I am working as a Junior Project Associate for a project called “Catalyse participation of private sector in the expansion of nutrition”. I particularly enjoy being part of a global organisation with teams located in different countries working together towards a common purpose.
To me, my work at GAIN means more than just earning a salary. It’s a way of mobilising people and businesses in the same direction.

Which is your greatest achievement in this role so far?

In the last months, the Scaling Up Markets for Nutritious Foods team, which I am part of, assessed companies’ financial and production processes and presented potential candidates for fund investment to the Technical Advisory and Fund Investment Committee. I feel that I am helping companies to develop their processes and investments.

What is the greatest nutrition challenge in Mozambique?

The biggest challenge in Mozambique is being able to reach the most vulnerable people throughout the country. Raising awareness about malnutrition problems and carrying out behaviour change campaigns for the entire population requires a lot of resources, which are not always available.

Which is the most nutritious food that you can find in your country?

Beans with fortified maize, flour porridge, and vegetables.

What is your favourite food? Why?

I love grilled chicken. I like the taste, it’s very easy to cook and is a very good animal protein.

Countries

Mozambique

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Location

Maputo

Publication Date

Fri, 06/28/2019 - 12:00

Role

Project Associate

Function

Programmes

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Programme (2024)

Nutrition Enterprise Development

Michael Ojo

safiria — Sat, 22 Jun 2019 14:23:13 +0000

Michael Ojo safiria Sat, 06/22/2019 - 15:23

Can you please describe your role?

I am Country Director of GAIN in Nigeria. I am no longer new in the organisation, as I have been in this role for over a year now. However, I am still learning – about the organisation and about the sector, which is new to me.

Which is the greatest nutrition challenge in Nigeria?

The biggest issues for us in Nigeria are undernutrition and micronutrient deficiencies in children under five and in women of reproductive age. We have had many years of slow progress and even reversals for key indicators of infant and young child nutrition. Stunting, wasting and underweight rates for children under 5 are scandalous on average for a country like Nigeria and scary for some of our worst affected states/regions. With a third of all children under 5 stunted, we are talking millions of children in the largest African country by population.

Micronutrient deficiencies are also severe and widespread. Anaemia, primarily due to iron deficiency, affects 71% of children and levels of vitamin A deficiency in children under 5 qualify Nigeria for “severe public health problem” status, according to WHO prevalence classifications. But malnutrition in Nigeria is complex: alongside the undernutrition problem, we are now seeing increasing levels of overweight and obesity, especially in women, which means that we are now dealing with a double malnutrition burden.

In your view, what does it take to end malnutrition in Nigeria?

Like in most other countries, the response to malnutrition in Nigeria has to be a multi-stakeholder effort requiring government, the private sector and civil society investments and actions working in strong, focused alliances and partnerships. Government leadership and action is particularly important, but this has been lacking over the years. Government policies and strategies are not backed by the political will to effectively lead and coordinate action, or by adequate funding to implement those policies and strategies. The focus has been predominantly on health systems and nutrition-specific interventions. However, we now need to invest more in supporting our food system to deliver more nutritious foods to those who desperately need to be nourished.

What part of your job do you enjoy the most? Why?

So far, the most exciting part of my job is the innovativeness of GAIN’s projects and approaches in the Nigerian nutrition sector. We are continually leading on innovation and extending the boundaries of established approaches, working with an economic development mindset within the international development sector. This places us squarely in the space between the private sector, government, and traditional development actors providing us a niche role in connecting these agencies together to bring forward new ways of tackling the malnutrition problem at scale.

What are the rewarding aspects of leading a team at country level?

One of the most rewarding aspects for me is leading such a high-quality team. It does feel good working with a team of professionals who are self-driven and highly motivated by the impact of their work and can clearly see how their individual contributions are making a difference in the way nutritious food businesses grow and scale, and consequently in the lives of ordinary Nigerians.

What are the most challenging parts of your work?

I wish I had more – more funding for more work, and more people to help us deliver on current commitments. My staff are incredibly stretched and I sometimes feel guilty about asking them to do even more. Beyond the team, working in Nigeria has its unique frustrations: we all see the opportunities to make significant change happen and to improve the lives of so many people currently suffering from malnutrition. However, complex systemic issues get in the way of success. The hope and expectation that the change we want will happen one day drives us in our work.

Which is your greatest achievement in this role so far?

The capacity to influence depends on the quality of your work and the credibility your voice commands. When I started, GAIN Nigeria had lost some ground in this respect. One of my most important achievements so far has been to raise the profile of the organisation by leading high-quality work, initiating new and innovative interventions, and ensuring that GAIN is once again seen a partner of choice by key stakeholders in Nigeria when it comes to solving the malnutrition problem.

Countries

Nigeria

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Location

Abuja

Publication Date

Sat, 06/22/2019 - 12:00

Role

Country Director, Nigeria

Function

Strategic operations

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Career page

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Ty Beal

perroun — Thu, 20 Jun 2019 07:54:31 +0000

Ty Beal perroun Thu, 06/20/2019 - 08:54

Could you describe the role of a Technical Specialist in Knowledge Leadership at GAIN?

A Technical Specialist supports programmes, research, and evaluation. This can include providing evidence about malnutrition in a particular population to help inform programme design; helping design and implement effective programmes; ensuring programmes are designed in a way that can be evaluated and generate learning; generating knowledge on specific topics where we have expertise to influence the international development and academic communities; and disseminating knowledge to relevant stakeholders. Each Technical Specialist may play a different role depending on their expertise, but we’re all critical thinkers with research backgrounds.

What exactly does “Knowledge Leadership” mean? Why does it matter?

Knowledge Leadership has internal and external purposes. Internally, Knowledge Leadership drives GAIN’s programmes to be based on existing evidence and findings along the way. Externally, it is the generation of evidence to advance our mission to transform the food system so that it delivers more nutritious foods. Without Knowledge Leadership, our programmes wouldn’t be as effective, and our mission could not be achieved.

We understand nutrition was not the main subject of your studies. What motivated you to work in this sector?

I became interested in nutrition before I went to graduate school for geography. I had been having health issues that I thought may be based on diet, so I looked into research and began experimenting on myself. After improving my own health condition, I influenced my family and they also changed their diets. Experiencing and seeing the power of dietary change inspired me to help others, and I was particularly concerned for the most vulnerable people experiencing malnutrition in developing countries. My advisor at UC Davis, Robert Hijmans, was very interested in nutrition, and we were able to convince the Geography programme and the programme in International and Community Nutrition to create a formal Designated Emphasis in International and Community Nutrition for Geography students. I was the first Geography graduate student to complete the required coursework and obtain the Designated Emphasis on my degree. Nearly half of my coursework was on international nutrition, including epidemiology, and the research I did with my advisor was focused on diets and nutrition.

What are the most rewarding aspects of your work?

I love the fact that my work is making a difference in people’s lives, especially the most vulnerable to malnutrition. It’s also highly rewarding working with thoughtful, intelligent people every day.

What are the most challenging aspects of your work?

Managing the workload. There always seems to be more demand for Knowledge Leadership than we have capacity for, so it can be challenging to meet all the needs. I’m also regularly challenged by difficult problems, complicated analyses, and conflicting evidence. It requires an attitude of curiosity and a passion to get to the truth, which I have managed to maintain thus far.

What do you like most at GAIN and why?

I appreciate the many opportunities I have to be involved in interesting work. GAIN allows me to satisfy my research desires while also ensuring my work is practically used to improve people’s lives.

What are your top pieces of advice you'd give to a student who wants to start a career in research and knowledge management in a non-profit organisation?

Make sure you choose a field that you care about. You will be a better employee, more satisfied in your work, and ultimately have more impact if you are passionate about both what you do and the mission of the organisation you work for.

What is your favourite nutritious food and why?

From a nutritional perspective, organ meats like liver and kidney, which are extremely rich in bioavailable nutrients. But they’re not my favourite taste wise. I make a smoothie a couple times a week that is highly nutritious and delicious. Juice half a lime into the blender. Add one cucumber in thick slices. Fill the rest of the blender with lettuce or spinach and a large handful of mint, compacting the greens so you can get a lot in. Red and dark leafy greens are best. I avoid greens of cruciferous vegetables such as kale since they’re harder to digest with all that insoluble fiber. Use a tamper and blend to liquify the contents. Add a few shakes of kelp flakes and a spoonful of coconut manna/butter (pureed whole coconut), which will help you absorb the fat-soluble vitamins in the smoothie. Finally, add frozen mango and blend until smooth, to allow for a super cold smoothie with a thick, creamy consistency.

Countries

United States

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Location

Washington

Publication Date

Thu, 06/20/2019 - 12:00

Role

Technical Specialist, Knowledge Leadership

Function

Research, monitoring and evaluation

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