A Pivotal Moment for Humanitarian Aid: Interviews with Women Leaders Accelerating Global Impact

Armine Afeyan, CEO of Aurora Humanitarian Initiative

If you could retire one narrative about humanitarian work tomorrow, what would it be, and what should replace it?

The common association of “humanitarian” with times long gone, places far away or faceless institutions. There’s some truth to it, but really all that does is let people off the hook by making it someone else’s job. There are certainly crucial functions that governments and large organizations are uniquely positioned to perform, large-scale crisis response, short-term delivery of life-saving food, water, and medicine. However, in 2025, especially as traditional donors pull back from their commitment to humanitarian action, the notion that communities in need depend solely on outside-in aid is not what we see on the ground. 

Governments and armed groups that are parties to conflict are increasingly emboldened to deny UN agencies and large international NGOs access to vulnerable communities. In places like Sudan, The Democratic Republic of the Congo, and Myanmar, it’s frequently individual actors, people who may not consider themselves humanitarians, who step up and save lives, often at great personal cost.  

The most transformative humanitarian work begins within, recognizing that communities already possess the resilience, knowledge, and leadership needed to create lasting change. This shift from “saving others” to enabling agency and dignity is deeply personal to Aurora. Our organization is named after Aurora Mardiganian, an Armenian Genocide survivor who fled to the United States, starred in a popular silent film about the Genocide, and used the profits to support Armenian survivors, giving rise to a generation who wouldn’t exist but for her. Our gratitude to people like Aurora inspires action. Survivors are innovators and local changemakers, not passive beneficiaries but the true drivers of progress. 

What leadership practice is measurably improving outcomes in your organization right now? Could you share a story that illustrates this?

By supporting local humanitarians working in difficult conditions in some of the world’s worst conflict zones, we lead through innovative funding models that are responsive to the immediate crisis, sustainable over time, and locally owned. Our principal funding vehicle for the past 10 years has been the $1M Aurora Prize for Awakening Humanity. Its structure is one example of this: the Laureate receives a portion of the Prize directly and they re-allocate most of the funds to fellow grassroots humanitarians of their choosing, including existing members of Aurora’s Humanitarian Network, fellow Prize nominees around the world. The Laureate’s funding decision is trust-based philanthropy. In fact, we report back to them on their impact as the grant-maker. This allows them to focus on their work rather than onerous reporting requirements, meaning our funding supports more beneficiaries. Long-term collaboration that invests in the judgment and perspective of humanitarians yields sustainable outcomes.

How do you balance essential visibility with protecting people’s dignity and safety and how do you operationalize that in practice?

Consent, context, and collaboration are guiding principles for Aurora’s communications approach over the past decade of working with grassroots humanitarians. Every story we tell, from the powerful narratives of the Laureates to the stories of those who benefit from their efforts, follows our “dignity-first” editorial framework. Our communications team collaborates with our local partners on the ground to ensure that storytelling amplifies impact without exposing vulnerability or perpetuating harmful stereotypes. Through participatory storytelling approaches, we ensure that the people we support and the communities they serve have control over their own narratives. Visibility should humanize and empower, never exploit.

What partnership or policy shift would most accelerate impact at scale in the next year?

We’ve seen that where the United States leads on humanitarian funding, the world follows. The single biggest policy change we could see in the next year would be the U.S. reinstating its historic commitment to humanitarian principles and funding. Sadly, I don’t see that happening. Furthermore, the scale of the cuts are such that individuals and foundations, no matter how powerful or well-meaning, will not bridge the gap. So in the realm of the possible remains greater convergence between humanitarian innovation and philanthropy, a synching up of doing good and systems change. That could take shape meaningfully if major institutions and private donors were to adopt multi-year, trust-based investment models for locally-led organizations.

What “receipt” can you share, a concrete outcome from the last 12 months that proves your approach works?

Over the past decade, Aurora’s network has changed the lives of nearly 3.6 million people across 63 countries and territories through 527 projects providing emergency response, education, medical care, and psychosocial support. We’ve witnessed remarkable collaboration across the humanitarians in our network through our commitment to participatory grantmaking. For example, 2025 Laureate Dr. Jamal Eltaeb has kept Al Nao Hospital in Khartoum operational throughout Sudan’s devastating civil war. He is now partnering with Marguerite Barankitse, our 2016 Laureate working in Burundi, to expand trauma-informed care protocols across East Africa. 

What is the story of how and why you decided to go into this work, and what are the rewards?

I grew up with not just stories but living examples of how survival creates strength and the impulse to give back. Aurora is an embodiment of that. We come at it from a place of authenticity, saying thank you on behalf of survivors of the Armenian Genocide to those who saved by finding and funding their spiritual descendants all around the world. I’m part of an unwilling diaspora that spans far beyond Armenians and grows every day. We count among our ranks anyone who is descended from or has themselves experienced the trauma of war, displacement, abuse, illness. For us to exist, someone successfully intervened. It’s to those upstanders that we are grateful.  

We recently marked Aurora’s 10th Anniversary with 400 humanitarians and their strongest supporters on Ellis Island. On this and so many other occasions before, we affirmed our founding principle of Gratitude in Action transcends borders and eras. It’s a force that creates partnerships based on a shared sense of purpose and dedication to human dignity.

What advice would you give to people who want to support this work?

This is our time—humanitarians and humanitarian hyphenates alike, refugees and immigrants, entrepreneurs and risk-takers. Intergenerational trauma forges lasting resilience, which, in turn, can become gratitude and positive action. Start with gratitude, curiosity, and conviction. Ask not only what communities need, but what strengths, knowledge, and leadership they already hold. Whether through direct funding to humanitarians on the ground or amplifying their stories to shape a more human-centered understanding of humanitarianism, meaningful support begins with humility and partnership. 

Support organizations that treat people as protagonists of their own stories, not beneficiaries of others’ charity. Join movements that invest in locally led solutions and long-term capacity building. If you’re young, participate in programs like Young Aurora that channel your passion and creativity into concrete action. And stay involved over the long term; sustainable change requires commitment, just as gratitude requires ongoing action to sustain transformative power.

Nikki Clifton, President of Social Impact and The UPS Foundation

If you could retire one narrative about humanitarian work tomorrow, what would it be, and what should replace it?

One narrative I would retire immediately is that humanitarian work belongs to NGOs alone. Many humanitarian challenges are fundamentally logistics challenges, and leaving business capabilities on the sidelines slows impact. At UPS, we see humanitarian action as a strategic investment that strengthens the ecosystems where people live, work, and do business. Our partnerships enable faster outcomes for nonprofits and governments who bring deep community trust and insights. Humanitarian work is most impactful when partners collaborate and bring what they are uniquely positioned to do best.

What leadership practice is measurably improving outcomes in your organization right now? Could you share a story that illustrates this?

The leadership practice making the biggest difference for us right now is aligning our entire strategy with enterprise priorities. We’ve intentionally shifted from making decisions in silos to actively involving business leaders at the front end of our philanthropic strategy conversations. That change reframed our role from a well-intentioned supporter to a problem-solving, value-adding partner. In practice, this means we start by asking our business leaders what challenges they’re trying to solve.  This could range from entering new markets, deepening customer relationships, strengthening workforce resilience, boosting employee sentiment, or building trust with governments and communities. Then we align our philanthropic and humanitarian strategies accordingly. 

The result has been greater idea sharing, faster decision-making, and deeper buy-in. We’re seeing more pride in the work, more collaboration across teams, and smarter deployment of resources. By focusing on where our capabilities can deliver the most value for both communities and the business, we’re doing what matters most, together.

How do you balance essential visibility with protecting people’s dignity and safety—and how do you operationalize that in practice?

We’re clear that visibility is not the goal, but it is a responsibility. Storytelling matters because impact that isn’t understood can’t be sustained. The challenge is ensuring visibility serves purpose, not vanity. We operationalize this by putting people and outcomes first, optics second. That means informed consent, trauma-aware storytelling, and close partnership with local organizations who understand context and risk. We prioritize aggregate impact over individual exposure, and we ask a simple question before sharing any story: does this advance understanding, trust, or action? If it doesn’t, we don’t do it. When done well, storytelling builds credibility, reinforces accountability, and helps scale what works without compromising dignity or safety.

What partnership or policy shift would most accelerate impact at scale in the next year?

Deeper public-private coordination that moves beyond ad-hoc collaboration toward shared planning and execution. When governments, NGOs, and businesses align earlier—especially around logistics, data sharing, and regulatory flexibility—impact scales faster and waste drops dramatically. From a policy standpoint, streamlined customs processes and temporary regulatory waivers during crises would unlock enormous efficiency. Delays at borders cost lives. Clear, pre-negotiated humanitarian corridors and trusted-partner frameworks would allow essential goods to move at the speed of need, not bureaucracy. The opportunity is not theoretical—we’ve seen how alignment reduces friction and multiplies reach when it’s done well.

What “receipt” can you share, a concrete outcome from the last 12 months that proves your approach works?

Every year, The UPS Foundation partners with trusted organizations to strategically pre-position resources, coordinate logistics, and ensure we’re prepared to respond swiftly when help is needed most. By leveraging our business expertise and collaborating early with local communities and nonprofit organizations, we made a meaningful impact in 2025. Whether facing hurricanes, wildfires, or severe flooding, we provided support to affected communities throughout the immediate crisis and during long-term recovery.

Working with our humanitarian partners, we provided early funding to support immediate emergency response, donated flights carrying essential supplies to the first responders, and funded cash assistance for affected communities in Jamaica, Los Angeles, Alaska, and beyond.

When disaster strikes, we rely on our core strengths: unparalleled transportation and logistics capabilities. Using our fleet of planes and trucks, our dedicated team members, and strong partnerships, we can deliver what matters, where it’s needed most. This approach demonstrates the effectiveness of aligning business priorities with impactful public-private partnerships, ensuring we make a difference when it counts.

What is the story of how and why you decided to go into this work, and what are the rewards?

This work is deeply personal. My parents were models of servant leadership, who believed that responsibility comes with opportunity. But I also know my trajectory wasn’t accidental. I benefited from strong mentors, safe communities, and youth development programs that opened doors, built skills, and gave me confidence at moments when the odds could have gone the other way. I am a product of Howard University, an institution that grounded me in history, pride, and confidence as a young Black woman. That foundation shaped my worldview and ambition. I spent years as a corporate lawyer and government relations professional, learning how systems actually work and where they fail.

I also learned that businesses are uniquely positioned to help solve problems for society. Over time, I felt called to apply my legal training, political and relationship-building acumen, and strategic experience to work that creates opportunity at scale. The reward is alignment. When business capabilities are intentionally used to strengthen communities and expand access, impact becomes durable. You don’t just see lives change—you see pathways widen to create more resilient, healthy and safe communities.

What advice would you give to people who want to support this work?

Be clear about your why and align your efforts with what you are uniquely positioned to do. The most effective support doesn’t come from trying to do everything—it comes from understanding your strengths and applying them with intention. Whether you’re an individual, a nonprofit, or a business, impact is greatest when purpose and capability are aligned.

Additionally, I advise that you support organizations that listen to communities, measure outcomes, and invest in long-term capacity, not just short-term relief. If you’re in business, look beyond writing checks and ask how your expertise, networks, and influence can help solve real problems. And commit for the long haul. Sustainable change is built through partnership, humility, and consistency—not visibility or quick wins.

Is there anything else you would like to add?

The world needs more people who are willing to act with courage, humility, and in the interest of humanity. Doing good is great for business and it’s the right thing to do to create a better world for all.

Julienne Lusenge, President of SOFEPADI (Female Solidarity for Integrated Peace and Development)

If you could retire one narrative about humanitarian work tomorrow, what would it be, and what should replace it?

The narrative to retire is the one that portrays women victims of conflict solely as passive and powerless figures. This simplistic view obscures their strength, resilience, and fundamental role in community survival. It must be replaced by the narrative that women are the architects and guarantors of peace. They are the primary victims of war, yet they hold the unique key to building long-term security and stability. Their active participation and leadership at negotiation tables, in conflict prevention, and in reconstruction efforts, are not merely an addition but a strategic necessity for lasting impact that benefits the entire community. The Congolese Women’s Fund (FFC) works toward women’s empowerment to ensure their effective and visible participation in community development

What leadership practice is measurably improving outcomes in your organization right now? Could you share a story that illustrates this?

The most effective leadership practice is the empowerment of survivors to become leaders themselves. My work, which was honored by the Aurora Prize for Awakening Humanity, is based on the principle of turning individual courage into collective action. Instead of acting for women, SOFEPADI create structures (like the support centers) where they can rebuild their lives, receive legal and medical aid, and become advocates for justice. This approach helps break the cycle of impunity, as the survivors themselves, by testifying and demanding justice, transform their status from victims into agents of change, compelling judicial systems to act where silence previously reigned.

How do you balance essential visibility with protecting people’s dignity and safety and how do you operationalize that in practice?

The balance between visibility and safety is managed through a differentiated approach that prioritizes protection. Visibility is crucial for advocacy and resource mobilization, but it is always operationalized with a strict commitment to protecting the dignity and anonymity of survivors and at-risk activists. In practice, this means carrying the voices of Congolese women onto the global stage (as I have done at the UN), which creates indirect protection through international attention and political pressure, while using composite or anonymous testimonies in the media to illustrate the severity of the crimes without exposing individuals. Moreover, the organization’s centers serve as physical and psychological sanctuaries where women can rebuild away from public scrutiny and threats.

What partnership or policy shift would most accelerate impact at scale in the next year?

The policy shift that would most accelerate impact is guaranteeing the unconditional and financially supported end to impunity for conflict-related sexual violence crimes. This requires a strategic partnership with judicial institutions (both national and international) to strengthen law enforcement. The impunity of perpetrators kills hope and prolongs the cycle of violence. By investing in the training of local judges, lawyers, and investigators to handle these cases diligently and humanely, and by ensuring courts are accessible to survivors, we would send a strong political message: rape is not a tolerated weapon, and women’s dignity will be restored through justice.

What “receipt” can you share, a concrete outcome from the last 12 months that proves your approach works?

The most concrete proof of our approach’s effectiveness lies in the global recognition of the validity of our model centered on local women’s leadership and courage. Beyond specific legal victories, receiving both the Aurora Prize for Awakening Humanity (for putting my life at risk to save others) and the UN Human Rights Prize proves that championing women’s voices and providing them space to advocate for themselves is work recognized as essential and effective by the international community. These honors are not personal accolades, but a validation that the grassroots approach, which transforms victims into agents of change, is the path toward lasting peace.

What is the story of how and why you decided to go into this work, and what are the rewards?

My commitment originated from my work as a journalist at the beginning of the conflicts, when I was confronted with the glaring injustice women were enduring. I saw that they wanted to change their situation, but they lacked the voice and the necessary platforms. I then decided that I needed to be their spokesperson, by creating spaces where they could speak out and be heard. The most profound rewards are not financial, but reside in restoring the dignity of survivors and seeing women transform into powerful community leaders capable of taking charge of their own destiny. Another major reward is the international recognition, such as the Aurora Prize, which grants more legitimacy and energy to continue the fight, despite the risks involved for my own safety and family.

What advice would you give to people who want to support this work?

The main advice is: Support local commitment for the long term. Humanitarian funding must focus on building capacity and autonomy for local women’s organizations, as they are on the ground, understand the deep-seated realities, and maintain the struggle despite insecurity. To young people in particular, my message is: “Get involved! The path is not easy. You must be determined to fight for peace and justice, not for gain, but for the cause, so that your fellow human beings can live in an environment free of violence and enjoy their country.”

Is there anything else you would like to add?

It is crucial to emphasize that impunity is the greatest obstacle to peace and development in the DRC. We cannot build a strong country where women, who are the foundation of society, are constantly traumatized, raped, and deprived of their rights. The time for “good intentions” is over. It is high time for the international community and the Congolese government to grant women the authority, tools, and financial support necessary to build genuine peace. Our fight for justice is a fight for the future of the entire Democratic Republic of the Congo.

Cindy McCain, Executive Director of the United Nations World Food Programme (WFP)

If you could retire one narrative about humanitarian work tomorrow, what would it be, and what should replace it? 

We need to stop talking about humanitarian work like it’s something nice we do when we have extra budget to do it—it’s one of the smartest investments any country or society can make.  

I’ve spent decades doing this work, and I’ve seen the incredible impact on the most vulnerable when they get the support they desperately need. But let me share what the data shows because the numbers don’t lie: while every dollar invested in nutrition programs can yield $23 in economic returns, school meals generate up to $35 for every dollar spent. These are life-changing investments – firstly for the people, communities and nations that stand to benefit, but also for the countries that support them. 

When we fight hunger and malnutrition, we’re also fighting instability: from mass migration to violent extremism and state collapse. Ask any defense secretary what it costs to respond to a humanitarian crisis that’s boiled over into a conflict, or worse, a full-blown war. It’s billions. Maintaining food security is critical for national security. We’re here to make the case that funding WFP—and specifically, life-saving food assistance—is as strategic as funding defense or trade. 

What partnership or policy shift would most accelerate impact at scale in the next year? 

WFP is working with private sector partners to bring AI and data analytics to the frontlines of the fight against hunger. It’s already enabled us to save time, cut costs and reach more people in need. Let me give you a real-world example from our teams on the ground.  

During a recent conflict, thousands of people were forced to flee as violence suddenly surged. Our teams were there and they were ready, but they faced a huge challenge: how do you quickly monitor a huge area and accurately locate families who had just been displaced? We partnered with a Swedish NGO called Flowminder and rapidly analyzed data from a local mobile network operator. That analysis showed us exactly where people had gone after they fled. Within days, we were able to quickly reach and feed 70,000 people. 

That is the power of bringing the private sector on board. And that’s why WFP just launched the Data for Action Alliance in Davos, a public-private partnership using AI and predictive analytics to prevent hunger before it strikes and mobilize fast when emergencies hit. 

Technology is going to revolutionize what we do. There’s no question about it. And we’re looking for private sector partners that will join us in shaping the future of humanitarian response. 

What “receipt” can you share, a concrete outcome from the last 12 months that proves your approach works? 

We’re using every tool we have—technology, AI, innovation—to get ahead of hunger before it strikes. We’ve just partnered with Google on something that’s going to be a game-changer. With Google Research and funding from Google.org, we can now predict food insecurity 30 days in advance with 95% accuracy. 

By pulling data from WFP’s global hunger monitoring system—daily updates on key food security metrics, conflict, weather events, all the drivers that push people into crises—we are able to pinpoint exactly where communities are about to fall into emergency hunger. We’re already using these predictions to sharpen our response in places like Cameroon, Haiti, Nigeria, and Yemen. 

This is life-saving information. It means our teams can source and pre-position food and supplies. It means we’re not waiting for an emergency to hit; we’re there before disaster strikes. And if we receive the funding we need, we can quickly reach the most vulnerable—saving lives, time and costs.   

What is the story of how and why you decided to go into this work, and what are the rewards? 

It really started when I became a mother. I have four children, and something shifts in you when you’re raising kids. You look at mothers around the world—particularly in places where they’re struggling just to feed their families, struggling to stay safe—and you imagine how you would feel in that situation. You would do anything for your child. And when you realize that other mothers feel exactly the same way, but don’t have the means or the food to protect their kids the way you can protect yours, you can’t just look away. 

But honestly, my first real exposure to humanitarian work was almost by accident. My husband and I were on vacation with another couple in Truk Lagoon, this tiny place in the middle of the Pacific. A friend had a minor accident and needed stitches, so we ended up at the local hospital. And what I saw there, I’ll never forget it: Rats in the yard. Sewage. No beds. I thought, “This is unacceptable.” So I went home and started making calls: “I need beds, I need supplies, what can you give me?” That’s how it began. We put together medical teams for that island, and then it just grew from there. There is no greater reward than making a real difference in someone’s life. 

What advice would you give to people who want to support this work? 

It’s about service—serving a cause greater than ourselves. My husband, [John McCain], was passionate about service. This is something that I learned from him. It doesn’t take much to get started. Raise awareness and get involved. Start small. What matters is that you start. Volunteer at local food banks to understand hunger in your community. Follow WFP’s work to learn how we deliver life-saving food aid, who we support and where they live. Use your voice to demand more of our leaders. Help us make the case for investing in WFP’s life-saving programs to end famine and hunger. The world needs people who refuse to accept that hunger is inevitable.  

Tjada D’Oyen McKenna, CEO of Mercy Corps

If you could retire one narrative about humanitarian work tomorrow, what would it be, and what should replace it? 

If I could retire one narrative, it would be the outdated idea that humanitarian aid is a one-way act of charity—wealthy, predominantly Western nations “helping” distant communities who are passive recipients. That framing does a disservice to the people we serve and partner with, and to the spirit of humanitarianism. It also obscures the truth: communities facing crisis are the ones driving their own resilience. Our role is to help remove barriers—whether that’s broken systems, absent safety nets, or institutions that haven’t kept pace with people’s needs. 

What should replace that narrative is the concept of a “greater us.” Humanitarian crises are not far-away problems. They affect small business owners, farmers, students, and parents—not unlike the people in any of our communities. We are all vulnerable to something, and we are all connected. When we strengthen resilience in one place, we strengthen it everywhere. 

What leadership practice is measurably improving outcomes in your organization right now? Could you share a story that illustrates this? 

One of the most effective leadership practices we’ve deepened is building in real-time feedback—and adaptation based on that feedback. Tools like our CARM (Community Accountability Reporting Mechanism) system help us gather feedback from program participants. This isn’t a one-off consultation; it’s a constant loop of asking, learning, and refining that reinforces dignity, builds trust, and ensures our work stays grounded in lived realities. This feedback approach runs through every phase of our work, from co-creating program designs to testing new ideas with partners and communities. 

With private sector partners, we’re experimenting with approaches like cryptocurrency pilots and new financial tools for people in crisis. The willingness to test, refine, and pivot has helped us make faster, better decisions aligned with the needs of our participants and communities. 

A clear example comes from the Democratic Republic of Congo, where we were working to improve land access for farmers. While the program helped farmers rent plots of land, feedback revealed that managers hired by the landowners were requiring additional labor from the farmers—such as weeding on other large farms—without the landowners’ knowledge. Listening to these concerns changed everything. We brought farmers and landowners together to discuss land rights and introduced a model lease agreement outlining responsibilities, land size, and duration. This gave farmers security to plan ahead, reduced conflicts, and curbed any off-agreement demands. Today, farmers can focus on growing food, and landowners have confidence that agreements are transparent and fair. 

How do you balance essential visibility with protecting people’s dignity and safety, and how do you operationalize that in practice? 

Visibility can save lives—but only when it’s done responsibly. In crisis zones like Gaza or Sudan, simply sharing a name or face can expose people to danger. That’s why our approach to storytelling is grounded in ethics and respect: we prioritize dignity, consent, and safety over expediency. 

In practice, that means community members lead. They choose how they want their story told—whether to be featured at all, how they appear, and what detail is shared. Their agency, not our deadlines, sets the pace. 

Behind the scenes, our communications teams are trained to treat storytelling with the same integrity as our humanitarian work. We avoid sensationalizing suffering, ensure that people fully understand how their story and image will be used, confirm they’re comfortable with it, and always evaluate risk before publication. If we wouldn’t feel comfortable sharing something about our own family, we don’t share it on behalf of others. 

What partnership or policy shift would most accelerate impact at scale in the next year? 

The fastest way to accelerate impact is to move decisively away from fragmented, stand-alone projects and toward collaborative, community-driven solutions. Humanitarian need has grown exponentially in the past five years, and after the compounding crises of this year, that trend will not slow down. Reversing the harm of recent aid cuts will require urgent, collective action, and a much more unified way of working. 

Communities don’t experience climate shocks, economic strain, or conflict separately. These pressures overlap and reinforce one another, yet too often our responses remain siloed. Governments, humanitarians, and donors arrive with their own priorities or branded initiatives instead of aligning around what communities say they need most.  

We’ve seen what’s possible when this mindset shifts. Through the Jobtech Alliance, we’re demonstrating how a coordinated ecosystem approach—bringing together digital innovators, funders, and policymakers—can tackle widespread unemployment at scale. And in Colombia, our coca-to-coffee livelihoods program shows how partnerships can strengthen economies, reduce violence, and expand opportunity when cross-sector partners align behind them. Of those who were given the option and chose to grow coffee in place of coca, 98.8% maintained their coffee-growing livelihoods, providing a safer, more sustainable option for their families.  

The expertise, tools, and evidence already exist to accelerate impact. What we need now are partnership models that break down barriers and pool strengths, and incentives that unlock collaboration and funding, creating the space for the communities to connect to resources and critical expertise. We’re already collaborating more deeply with other organizations to identify opportunities to scale proven solutions and drive greater collective impact. That is the shift that will accelerate impact faster than anything else in the year ahead. 

What “receipt” can you share, a concrete outcome from the last 12 months that proves your approach works? 

One of the clearest examples is our approach to providing emergency cash during crisis. Over the past year in places like Ukraine and Sudan, direct cash has enabled families to make life-saving decisions on their own terms—buying food, paying rent, covering medical costs, restoring small businesses, or relocating to safety. It moves faster than traditional aid, strengthens local markets, and preserves dignity at a time when people have lost almost everything. 

In Ukraine, we saw that families reduced their accumulated debt by 41% on average, and negative coping strategies—like borrowing or skipping meals—dropped by 80%. But the impact hasn’t stopped at immediate relief. Because of the foundation that cash assistance creates, we’ve been able to invest more strategically in long-term recovery. Farmers receiving support have increased their incomes by 195% and small businesses by 92%, sustaining more than 3,000 jobs and creating over 1,000 new ones. And importantly, providing cash grants to small businesses generated a higher return on investment compared to giving the same support only to individuals—because those businesses keep local economies functioning and multiply the benefit across entire communities. 

In famine-stricken Sudan, only 4% of families could meet most basic needs before they started receiving assistance. Today, that has risen to as high as 56%, depending on the location. The ripple effects go far beyond meeting urgent needs. Cash allows farmers to buy seeds and tools, vendors to restock goods, transport providers to keep operating, and local supply chains to stay afloat even in active conflict. Those are the building blocks of recovery.  

When we pair lifesaving support with investments that strengthen markets and livelihoods, communities don’t just survive crises; they can recover far more quickly. 

What is the story of how and why you decided to go into this work, and what are the rewards?

I grew up acutely aware of my own privilege and with a strong sense that I had a responsibility to contribute to the greater good. That stayed with me. I’ve always worked hard—100-hour weeks in the corporate world taught me that—but humanitarian work gave me something I didn’t have before: the intrinsic satisfaction of living my values every day. 

One moment that shaped me early in my career was meeting a woman my age, a mother who didn’t have enough to feed her baby and was trying to breastfeed through hunger. It was a reminder that the sector has often overlooked women—even though they’re at the center of families and community resilience. Something as simple as delivering seeds to farmers in one program failed because no one had asked the women which varieties they would actually use. That reinforced that truly listening is a leadership skill, not a soft skill. 

The reward is knowing that what we do matters, and that it is a privilege to do it. 

What advice would you give to people who want to support this work? 

Support organizations whose values align with yours and whose expertise you trust—and then give them the flexibility to use resources where they are needed most. Humanitarian response isn’t guesswork; it’s evidence-based, and the people doing this work every day have the data and experience to know what will work best and most efficiently. Communities themselves know what works best for them, and the best organizations are listening to and applying that feedback constantly. 

The generosity people show in moments of crisis is extraordinary. That instinct to give, to do something tangible to help, is deeply human and reflects the best of who we are. And because that impulse comes from a place of care, it’s important to channel it in the most effective way. 

When a crisis strikes, many of us naturally want to send what we think people need—food, blankets, supplies. But the most impactful support is often flexible support. The same principle applies to supporting organizations: flexible funding allows us to respond quickly, adapt as conditions change, and invest in what we know will have the greatest impact. 

My advice is simple: honor your instinct to help, ask what works, trust the evidence, and whenever possible, give flexible funding that empowers organizations—and the communities they serve—to make the smartest, most effective decisions in real time. 

Is there anything else you would like to add?

Humanitarian leadership requires bold, clear-eyed decision-making and a willingness to confront hard realities. Our teams operate in environments where every choice has life-and-death consequences, and where the margin for error is almost nonexistent. 

What sets us apart is that our compassion is backed by evidence, discipline, and a relentless focus on impact per dollar. Our teams have long found ways to stretch resources, reduce duplication, and design approaches that deliver the greatest benefit to the greatest number of people. We don’t scale programs because they’re popular—we scale them because the data shows they work. 

Now, at a time when global needs are rising, and resources are shrinking, that mindset isn’t optional—it’s essential. We’re adapting in real time: leaning into digital tools that lower delivery costs, expanding cash assistance because it’s faster and more efficient, investing in local partners who can reach communities we can’t, and prioritizing strategies that deliver measurable, lasting impact even in the harshest operating environments. 

That’s what humanitarian leadership looks like in this moment—and that’s what our teams embody every single day. 

Michelle Nunn, President and CEO of CARE

If you could retire one narrative about humanitarian work tomorrow, what would it be, and what should replace it?

I worry that the daily headlines of global crisis and catastrophe overwhelm people into thinking there is nothing that can be done to alleviate suffering in the face of crises. We must face this suffering while knowing that scores of humanitarians and community members are racing to help and that each one of us can stand in solidarity with these heroes. Humanitarian efforts truly make the difference between life and death. Through aid investment, millions of lives are saved every year. In fact, over the last two decades, U.S. investments in humanitarian and development aid have saved 91 million lives globally—30 million of whom were children. My hope is that we place the narrative of crisis into the broader context of progress and how investments—whether big or small— can change lives and lift up communities for the long-term.

What leadership practice is measurably improving outcomes in your organization right now? Could you share a story that illustrates this?

CARE is focused on ensuring that we maximize impact for every dollar that we receive.  By combining rigorous cost analysis with our deep commitment to community-led solutions, we are learning what works best per dollar and putting that evidence into action. For example, in Yemen, CARE and our local partners delivered emergency latrines three times faster and 20% cheaper by empowering communities who led the planning and construction through a cash-for-work approach.  

How do you balance essential visibility with protecting people’s dignity and safety, and how do you operationalize that in practice?

People living through conflict and poverty, from Haiti to Sudan, too often remain unseen. In order to galvanize attention and resources to meet humanitarian needs, we must bear witness to suffering. This is why storytelling is at the heart of CARE’s mission. We believe that every life has equal value, and that people respond with compassion and solidarity when numbers and statistics become individual human stories. We practice strict ethical storytelling principles. When telling stories through the lens of our program participants (those we work alongside and support) who have often been historically marginalized, we must be faithful stewards of their voices. We work to ensure that photographs and stories are the ones they want to share and capture their enormous resilience, courage, and dignity.  

What partnership or policy shift would most accelerate impact at scale in the next year?

Greater investments in women’s economic power. When we invest in women, something incredible happens—families, communities, and entire economies are transformed. We’ve seen what this means on the ground through our CARE savings groups. For more than three decades, this simple but powerful idea has brought together more than 30 million people across 67 countries to pool resources and lend each other small, low-interest loans so they could grow their businesses, send their kids to school, weather an unexpected crisis, and much more. Just last year, members saved $1.8 billion. These savings groups continue to innovate and prove their worth, delivering an extraordinary return—nearly $19 for every $1 invested over five years—and empowering women to shape their local economies and uplift their communities. And since these community-led groups operate on their own without outside funding, they offer one of the strongest returns on investment in global aid, even in the most difficult conditions. They are low cost to set up, they grow quickly, and they last for years—a rare combination of wins, whether in the humanitarian sector or in the private sector.  

What “receipt” can you share, a concrete outcome from the last 12 months that proves your approach works?  

I immediately think of CARE’s work in the Philippines, a country often cited as one of the most vulnerable in the world to severe weather emergencies and the climate crisis. Last year, the country was hit by a series of natural disasters, from typhoons to earthquakes, one after the other. And as we know, it’s women and girls who often face the brunt of them. CARE’s work in the Philippines met this moment by responding through a network of local organizations that reached more than 80,000 people with food, water, hygiene and dignity kits, shelter, mental health support, and cash. This rapid humanitarian response and recovery was possible because we invested in local organizations and leadership. It’s an approach called the Humanitarian Partnership Platform that can reach 90% of the population within 48 hours. The Philippines is also where we piloted our CARE Packages for Emergencies, 30+ interventions that all fit in one portable kit that includes a cooking stove, solar lights, shelter materials, and water filtration to help families cope with the aftermath of an emergency. 

What is the story of how and why you decided to go into this work, and what are the rewards?

When I was in my early twenties, I had the opportunity to travel around the world, from India to Egypt to Bosnia. I was struck by the enormous inequalities that exist in our world. CARE is one of the world’s largest and most dynamic organizations dedicated to saving lives in crises and defeating poverty. I can’t think of anything more rewarding than advancing our mission and tackling the biggest challenges of our time, whether it’s creating sustainable solutions to end hunger for smallholder farmers or using AI in ways that enable communities to anticipate natural disasters. There is nothing more rewarding than meeting people who describe how CARE stood with them in their times of greatest need and helped them rebuild their lives. Like Yuditha, a small business leader in Tanzania and member of a local women’s savings group, said “Our group [savings] projects have truly changed lives. Even after CARE’s support ends, we will keep going. We are now women of economic freedom.”  

What advice would you give to people who want to support this work?

Don’t wait, get started now. We have made enormous progress over recent decades but are in danger of retreating. Individuals can tell their elected officials that we want America to be a generous and moral leader on the world stage by investing in humanitarian endeavors and development progress in ways that advance health, economic, and national security for people around the world and right here at home. Donors and volunteers can make the difference in ensuring that a girl gets the chance to graduate from high school, or a family has shelter and food after a disaster. Every individual has the capacity to save and change lives for the better, whether it’s close to home or thousands of miles away. 

Is there anything else you would like to add?

The challenges in the world right now are enormous, but I’m optimistic that we can turn the tide. Here’s why: we have seen, time and again, the outpouring of community to help people in their time of greatest need. And when this happens, a powerful reminder is sent to the world that compassion is a strength, not a weakness. CARE’s mission is rooted in this mission of generosity, hope, and determination that began 80 years ago with a small group of Americans delivering the world’s very first CARE packages to today. 

Catherine Russell, Executive Director of UNICEF

If you could retire one narrative about humanitarian work tomorrow, what would it be, and what should replace it?

I would retire the narrative that humanitarian work is bureaucratic and bogged down by red tape that makes the situation seem hopeless. Humanitarian organizations like UNICEF have the global network, scale, expertise, local knowledge and supply chains to rapidly and efficiently respond when disasters strike. Around the world, UNICEF delivers life-saving supplies within 72 hours of a sudden onset of a disaster, like an earthquake or conflict, bringing medicine, nutrition or a warm blanket directly to a child in need from the world’s largest humanitarian warehouse based in Copenhagen as well as a wider network of strategically located supply hubs around the world. We work with international partners like the UPS Foundation who have supported us with transport and logistics in affected communities. UNICEF is there “before, during and after” emergencies.

We have an increasing ability to foresee disasters before they strike—from flooding, to droughts and conflicts, all of which cause mass displacement. This allows us to preposition supplies for an immediate response, or support impacted communities with cash assistance to prepare for an emergency before it strikes, in part by accessing life-saving essentials in local markets. We do our humanitarian work with an eye to furthering lasting development results. For example, instead of using expensive water trucking we provide a water-well that can be used for years to come, and that can save the lives of families and the cattle or crops they rely on to survive. We continue to find innovative ways of mitigating risks, and being fast and efficient because we know that every minute counts when it comes to saving the life of a child once disaster strikes.

What leadership practice is measurably improving outcomes in your organization right now? Could you share a story that illustrates this?

I think leadership support for staff is vital, especially during the toughest of times. That means ensuring staff can disconnect from work, that they have time for their families and that they have access to mental health support.

In December, I travelled to Sudan and South Sudan during a very difficult time for children in those countries, but also for UNICEF staff who are working tirelessly to address crisis after crisis amidst dramatic cuts in our funding. Many of our colleagues in emergency duty stations are separated from loved ones because it’s too dangerous to have families in those countries, while often working around the clock, and seeing the most heartbreaking situations for children and families. Children who are malnourished, who have experienced horrific violence and abuse, who have lost one or both parents, and seen homes and schools destroyed. The stories are devastating. It takes a terrible toll on affected children, and on those who are trying to help. So we have strengthened access to staff counselors to better support staff mental health, and we urge staff throughout the organization to make sure they either take leave or get a break from the work that can be around the clock. And to be kind to each other, but also kind to themselves, by looking after themselves as best as they can. At the end of the day, we must lead with empathy and always put children first.   

How do you balance essential visibility with protecting people’s dignity and safety and how do you operationalize that in practice?

We believe we can effectively tell a story while protecting the dignity and privacy of those whose stories we share. UNICEF has very strict guidelines around visibility and the protection of children and their families. Our guidelines for media and communications are grounded in the best interests of the child, emphasizing respect for their rights, dignity, and privacy. In practice, this includes obtaining consent from children and their guardians for photos and interviews; protecting identities, for example of children who have experienced sexual violence or abuse, or have been used by armed groups; and ensuring that content is dignified. When in doubt, we err on the side of caution to protect children and their families. We also work with journalists and advocates to ensure that their work is child sensitive, from the way they pose a question to a child to sensitive ways of working in communities and capturing those stories.

What partnership or policy shift would most accelerate impact at scale in the next year?

I’m passionate about strengthening the work of women community healthcare workers and making sure they are well trained and compensated. It will be a game changer for children and communities. Across the globe, women healthcare workers are trusted in their communities, they provide integrated primary health care and nutrition services, and advocate for local priorities. I have met with community health workers in Brazil, India, across the Sahel and the Horn of Africa, and seen their incredible work firsthand.  In countries where these workers are fully integrated into the primary health care system, they are at the vanguard of accelerating progress on universal health care and health system strengthening. Data has shown that if community health workers could reach at least 90% of children in need with critical child survival interventions, we would reduce the child mortality rate in high burden countries by a third. The impact of these workers can be maximized when they have fair pay, training, safe working conditions and resources to get the job done. But this is not always the case—especially for women, even though they account for nearly 75% of community health workers globally. To support this effort, UNICEF has established the Community Health Delivery Partnership to strengthen community-based primary health care, with a focus on community health workers. It is built on the principles of national ownership. We also collaborate with the private sector, like Kimberly-Clark and Eli Lilly and Company, to train healthcare workers, and improve the lives of babies, young people and mothers.

What “receipt” can you share, a concrete outcome from the last 12 months that proves your approach works?

Community healthcare workers played a key and incredibly courageous role in the Gaza polio response in 2024 and 2025. Working in what was an active war zone and using humanitarian pauses, they reached children across Gaza with life-saving vaccines, including against polio. Hundreds of healthcare workers, including mobile teams, delivered polio vaccines across the territory, engaging with families, addressing misinformation about vaccines and successfully encouraging participation. And they were the eyes on the ground, able to quickly detect possible polio transmissions. As a result, hundreds of thousands of children in Gaza were vaccinated over several rounds to protect them against polio. And of course, when it comes to the global efforts to protect children from polio, it’s impossible not to mention the fantastic and tireless commitment of Rotary International and the Global Polio Eradication Initiative. 

What is the story of how and why you decided to go into this work, and what are the rewards?

My interest in humanitarian work evolved throughout my career.  While working on Capitol Hill, I became interested in improving laws regarding violence against women. Recognizing this as a global issue, I explored ways the U.S. could help other countries address it. It became clear that addressing issues like violence, limited opportunities, and lack of education for women requires targeted efforts to understand and support adolescent girls. That focus on supporting girls brought me to UNICEF, where we work hard to ensure that girls and boys get healthcare, develop economic skills, and remain in school. An educated girl is more likely to have children at a later age and to make sure her children grow up healthy and educated. Educating girls, and all children, is one of the best investments we can make. One of the best parts of my job is meeting girls who embrace education and, even in the worst situations of violence and deprivation, hold on to great aspirations to be doctors and engineers. 

What advice would you give to people who want to support this work?

People can support this life-saving work for children and families in various ways. It could be in the form of advocating with your elected officials to pursue a better world where every child can grow up healthy, educated, protected and respected. And people can naturally support the work of UNICEF and our partners through donations, which translate into lives saved and improved for some of the most vulnerable children. A little goes a long way. We have over 30 National Committees around the world, including one here in the United States, of dedicated professionals who are raising funds and action from individuals and the private sector. Individual and private sector support is saving and improving the lives of millions of children around the world—they truly are the champions of children. We often hear of apathy, but we’re actually seeing a lot of empathy. Our experience at UNICEF is when people know about the hardships of children, they care, and they take action. We’re grateful. And a child protected today, is a child who can contribute to their own communities in the years to come, and help deliver on a more stable and healthier world for everyone.