PepsiCo's Suraya Hamdulay on leading with purpose, trust and the courage to keep growing

"Leadership isn't about being the loudest voice in the room. It's about creating the conditions for others to succeed and bringing people together around a shared purpose," says Suraya Hamdulay, corporate affairs senior director for Southern Africa at PepsiCo. Image supplied

Now corporate affairs senior director for Southern Africa at PepsiCo, Hamdulay brings experience spanning FMCG, telecommunications, sustainability, government and public affairs.

Across those different environments, one theme has remained consistent: the importance of bringing people together to find solutions to complex challenges.

Food & bev. services

PepsiCo names Suraya Hamdulay to lead Southern Africa corporate affairs

6 Jul 2026

"I've always been drawn to work that sits at the intersection of business, society and people," says Hamdulay.

That interest has taken her across different sectors and African markets, giving her the opportunity to engage with governments, businesses, communities and other stakeholders on issues ranging from public policy and sustainability to corporate reputation and commercial growth.

It was through these experiences that her passion for corporate affairs developed.

"Meaningful progress happens when business, government and communities work together," she says. "What has kept me passionate about this work is the opportunity to bring different stakeholders together around a shared goal."

For Hamdulay, corporate affairs is ultimately about navigating complexity while building the relationships and trust needed to create sustainable outcomes.

Finding her own way to lead

Her career has also shaped her understanding of what leadership means as a woman in business.

One of the lessons she has learned is the importance of backing herself, speaking up and remaining authentic rather than trying to replicate someone else's leadership style.

"You don't have to lead like anyone else," she says.

Hamdulay believes some of the strongest leaders she has encountered have combined empathy, curiosity and collaboration with the ability to make difficult decisions and drive results.

She has also become increasingly comfortable with vulnerability — something she believes can be particularly powerful for women navigating leadership.

"Early in our careers, many women feel they need to always have all the answers or project certainty," she says.

Retail

#WomensMonth | Clicks’ Fionna Ronnie says retail leaders need curiosity and courage

Evan-Lee Courie  7 Aug 2026

Over time, however, she has learned that acknowledging what you don't know, asking for support and creating space for others to contribute can make a leader more effective rather than less authoritative.

"That authenticity builds trust, strengthens teams and ultimately makes us better leaders."

Lessons from a career across industries

Moving between telecommunications, sustainability, government and FMCG has given Hamdulay a broad view of the forces shaping business.

While the industries may be different, she says the fundamentals of leadership remain remarkably consistent.

Each role has required her to understand the environment in which businesses operate — from public policy and regulation to consumer expectations, sustainability challenges and community needs.

Her time in sustainability at Vodacom was particularly influential.

It demonstrated to her how business, innovation and technology can be used to address societal challenges, from the digital divide to sustainable development.

That experience cemented a belief that continues to influence her approach today: commercial success and positive impact should not be viewed as competing priorities.

"The strongest organisations create value for society while building resilience and delivering sustainable business performance," she says.

It has also taught her to look beyond immediate priorities and consider the broader forces that could shape the future.

Purpose needs to translate into action

For Hamdulay, purposeful leadership starts with people.

Whether engaging employees, consumers, communities, customers or other stakeholders, she believes leaders need to understand the realities and expectations of those they serve.

"It requires empathy, listening and taking the time to understand," she says.

That approach is particularly relevant to her new role at PepsiCo, where she will help advance the company's broader stakeholder, sustainability and reputation agenda in Southern Africa.

For her, purposeful leadership means ensuring that business decisions align with values and commitments while creating an environment where people can contribute, develop and do their best work.

"Every day, I try to focus on building trust, supporting my team and ensuring that the work we do contributes to something meaningful, both for the business and the people it serves."

Why trust matters more than ever

In a business environment characterised by rapid technological change, shifting consumer expectations and increasingly complex societal challenges, Hamdulay believes trust has become one of an organisation's most valuable assets.

Stakeholders are demanding greater transparency and accountability from businesses, while organisations are being expected to engage more meaningfully with the communities and societies in which they operate.

Trust, she argues, provides an important foundation for navigating that complexity.

But it cannot be created through communications campaigns alone.

"Trust isn't built through statements or campaigns alone. It's earned through consistent actions, listening carefully and delivering on commitments over time."

It is a philosophy that sits at the heart of corporate affairs and one that she believes will become even more important as businesses navigate an increasingly uncertain environment.

Making sustainability a business imperative

Hamdulay's experience in sustainability has also shaped her belief that companies have both an opportunity and a responsibility to contribute positively to society.

Across Africa, she has seen how challenges such as climate change, food security, resource scarcity and inequality affect communities.

These are challenges, she says, that no single organisation can solve alone.

At PepsiCo, the company's PepsiCo Positive (pep+) transformation strategy reflects this broader thinking, focusing on areas such as sustainable agriculture, positive choices for consumers and creating value for people, communities and the business.

For Hamdulay, sustainability can no longer sit separately from the core business strategy.

"Sustainability is no longer a separate agenda. It is increasingly a business imperative," she says.

It influences how organisations manage risk, strengthen supply chains, support growth and build long-term resilience.

Creating more pathways for women

Having worked across multiple African markets, including South Africa, Kenya, Tanzania, Mozambique, Lesotho and the Democratic Republic of the Congo, Hamdulay has seen the contribution women are already making to business, entrepreneurship and community development.

She believes there is an opportunity to build on that momentum by creating stronger pathways into leadership and economic participation.

"The talent and capability are already there," she says. "The opportunity now is to continue creating pathways to leadership, mentorship, networks and economic participation."

For Hamdulay, the impact extends beyond individual careers.

"When women succeed, the benefits extend far beyond individual careers. They contribute to stronger organisations, thriving communities and more inclusive economic growth."

Don't wait until you feel ready

One of the most consistent lessons from Hamdulay's career is that growth often requires stepping into spaces before you feel completely prepared.

Some of her biggest professional development opportunities came from roles that stretched her beyond her comfort zone.

Had she waited until she felt fully ready, she says, she may have missed some of those opportunities.

"Growth rarely happens when we're comfortable," she says.

Her advice to women considering their next career move is therefore straightforward: trust your abilities, remain curious and be willing to learn along the way.

"Leadership isn't about having all the answers. It's about being willing to step forward, take responsibility and keep growing."

The power of paying it forward

For Hamdulay, leadership is also closely connected to developing others.

Mentorship has been an important part of her own journey, both as a mentee and mentor. She has been actively mentoring since 2012 and has seen the difference that encouragement, guidance and shared experience can make to someone's career.

She has also benefited from leaders who challenged her thinking, encouraged her to take on new opportunities and provided perspective during important career decisions.

Those experiences reinforced the importance of paying that support forward.

While at 2U, Hamdulay designed a programme called Mentorship Circle, which focused particularly on middle managers and women looking to develop their leadership capabilities. She obtained her coaching qualification in 2014 and has continued to coach and mentor people both within and outside organisations.

"One of the most rewarding aspects of leadership is seeing people build confidence, realise their potential and succeed in ways they may not have imagined for themselves."

For her, that is ultimately what leadership should be about.

"Leadership isn't only about what you achieve personally. It's also about the people you help develop along the way."

The next chapter of corporate affairs

Looking ahead, Hamdulay sees three major forces shaping the future of business: sustainability and resilience, technology and data, and trust.

Artificial intelligence in particular is already changing how organisations operate and make decisions. But she also sees the technology reshaping corporate affairs itself.

AI, she says, can help professionals identify emerging risks, better understand stakeholders, improve decision-making and generate deeper business insight.

As a result, the corporate affairs function will increasingly require professionals who combine communications expertise with stronger commercial, analytical and advisory capabilities.

But technology is only one part of the equation.

For Hamdulay, businesses will continue to depend on their ability to understand people, build relationships and earn trust.

A legacy built around impact

As she begins her new chapter at PepsiCo, Hamdulay's ambitions extend beyond her own career progression.

"The legacy I hope to leave is one of meaningful impact," she says.

She wants to contribute to building trust, developing people and supporting sustainable growth for both the business and the communities it serves.

More personally, she hopes to be remembered as someone who brought people together, strengthened relationships and created opportunities for others to succeed.

Her message to young women building careers is equally clear: be curious, be courageous and don't underestimate your ability to make a difference.

"Leadership isn't about being the loudest voice in the room. It's about creating the conditions for others to succeed and bringing people together around a shared purpose."

For Hamdulay, that is perhaps the most meaningful measure of success — finding a way to deliver strong business outcomes while creating positive impact along the way.

"Success and positive impact are not mutually exclusive," she says. "Some of the most rewarding careers are built when you find ways to achieve both."