What inspired you to dedicate your life to the development space, and especially to environment and climate change?
Growing up in Nairobi – Kenya, I was deeply connected to nature—chasing ladybirds, climbing trees, and spending school holidays in the countryside. These experiences instilled in me a profound appreciation for the environment.
But as I got older, I witnessed the devastating impacts of climate change—prolonged droughts, failing crops leading to food insecurity and the plentiful ladybirds disappeared. I realized that the landscapes I cherished as a child were under threat, and unless something changed, future generations might never experience them.
Coming from a background of low economic means, I also experienced firsthand the struggles of food scarcity, missing school due to unpaid fees, and the constant uncertainty of eviction.
My lived experience, combined with a strong desire to drive meaningful change, led me to the social sector. For me, working on environmental and climate issues is therefore not just a career—it’s a mission to create a future where both people and nature can thrive. As a doting mother of three, I firmly believe in the philosophy that we have not inherited Mother Earth, rather, we have borrowed it from future generations.
Every effort, whether in policy and partnerships, innovation, or community action, contributes to a larger movement toward sustainability. And that’s what fuels my passion every day.
Your role at CABI involves enabling equal interactions between the Global North and Global South, to realise CABI’s goals, what have you learned from this work?
There is a long-held assumption that resources and expertise always flow from the global north to the global south. I beg to differ. Take for instance the century-old endeavours at CABI, to promote food security amidst climate change.
We research and deploy nature-based solutions (NBS) to minimize crop losses due to pests and diseases. These plant health issues account for an average of 40% loss of crop yields, an issue of great concern particularly in Africa and Asia which are heavily reliant on agriculture. Compared to harmful pesticides, NBS are safer for humans and the environment.
Our work on NBS entails rigorous scientific endeavours lasting several years and that brings together resources and teams from the North and South. A critical aspect of this is to identify and deploy natural enemies or pest predators, also known as biological controls, to act on these pests. Some of these natural enemies are drawn from the global south and deployed in the global north. For example, CABI has been deploying biological control solutions for the Coffee Berry Borer (CBB) – which is prevalent in Colombia and Hawaii in the US. The biological control solution, a parasitoid wasp, is collected and mass reared from Kenya by local scientists and transferred to the US to manage the CBB menace. Hawaii’s coffee industry loses US$7-10 million annually due to CBB-related damages and control costs, which underscores the importance of this work.
Broadly speaking, while the Global North often brings funding and technical advancements, the Global South contributes deep contextual knowledge, lived experiences, and innovative local solutions. Ultimately, development is most effective when it is truly inclusive—where all stakeholders see themselves as co-creators and contributors in a symbiotic relationship, and not just beneficiaries.
In some of your own writing you have challenged the misconception that non-profit careers are easier or less demanding than those in the private sector, what are your key thoughts on this?
In my 20-year career, I have had the privilege to contribute to and communicate on a wide array of purposeful initiatives across the globe. This often elicits great admiration but also questions from acquaintances. A popular question I often get asked is how to transition into the hon-profit sector, with the misconception that pastures are greener on this side. Many people do not recognize that non-profit work can be physically demanding and emotionally draining.
As a frontliner, for instance, I have witnessed human suffering of the highest order, especially in post-conflict regions: from amputees in Sierra Leone to extreme malnutrition in South Sudan and even to refugees fleeing their shelters to avoid abductors in Northern Uganda and DRC. Against this emotional turmoil while pushing through to deliver on your commitments to the donor, you also worry about your fixed short-term tenure. Therefore, you must shelve sometime to raise more resources to keep the lights on and stay relevant, amidst the competition. And then there’s is the changing political regimes of your funders. These could easily jeopardize your work – and there’s no better example to give than the ongoing shake-up we are all witnessing with the return of Trump in the US.
And so, the non-profit space is not a walk in the park. To excel, you really must be impact-driven and willing to let go off higher compensation and special. In humanitarian environments, you also must be ready to run to bunkers for safety when situation calls. Therefore, non-profit teaches us to prioritize the betterment of the lives of others more than to make profits.
But I am also cognizant of the need for sustainability. I have there been gratified to see the rise hybrid organizations that are effectively pursuing both social and profit objectives. In my opinion, this is the future and remains an area of great personal interest.
What’s a piece of advice or wisdom you wish someone had given you earlier in your career?
Earlier my careers, we often sought the path of least resistance. I later came to realize that true growth lies in embracing discomfort and being willing to start journeys even in unfamiliar territories. Much like a butterfly emerging from its cocoon, the more you lean into challenges, the more you discover strength, resilience, and the beauty of transformation. You then begin to also appreciate that one’s career is a marathon, not a sprint—hence the need to optimize for long-term growth, not just short-term wins, and not forgetting to hold the hands of those that are behind you.
Phyllis Engefu Ombonyo is an award-winning, impact-driven professional with 20 years of expertise in executive leadership, business development, strategic planning, and project management. Throughout her career, she has made significant contributions across diverse sectors, including agriculture, climate change, environmental protection, civil society, democracy and governance, health, as well as youth and women’s leadership.
Currently, Phyllis serves as the International Director of Strategy and Engagement at CABI, a globally recognized intergovernmental, non-profit organization. CABI is dedicated to improving lives by leveraging scientific expertise to address challenges in agriculture and the environment. She is also a passionate coach and mentor, committed to empowering emerging leaders to unlock their full potential and drive meaningful change.
