Artificial intelligence is becoming part of everyday decision-making across East Africa’s technology landscape, yet many organisations are still navigating how to adopt it responsibly. Abdulrazaaq Adan, Kenlewis Nderi and Erick Ngwiri share how they are using AI, and why human oversight remains critical.
Abdulrazaaq Adan, Hass Petroleum’s group head of ICT, sees artificial intelligence as an unavoidable shift that organisations must engage with deliberately. From his perspective, the discussion has moved beyond curiosity to intent, with leaders now responsible for defining how and when AI is introduced into the business.
AI as a strategic imperative
“AI is not a question of if, it is when and how. You cannot ignore the wave. It must be used responsibly, with clear guardrails, because it should empower, not replace,” Abdulrazaaq says.
While he acknowledges AI’s potential to streamline processes and improve decision-making, Abdulrazaaq is clear that the technology cannot operate in isolation. Without direction, he believes organisations risk implementing systems that produce outputs without accountability or relevance.
“You still need someone to guide the AI,” he explains. “The human role remains important in ensuring the outcomes are accurate, relevant and aligned with what the business actually needs.”
Kenlewis Nderi, the group IT manager at Kenfreight East Africa, illustrates how AI can deliver immediate operational value when embedded into everyday work. He has overseen the rollout of AI tools across multiple departments, including human resources, transport, commercial operations and exports, focusing on practical application rather than experimentation.
“AI helps us generate quotations, reports, logistics updates and even behaviour insights. What that has done for us is save time and improve accuracy across our daily operations,” Kenlewis says.
He notes that the adoption of AI has changed how teams work, reducing manual processes and enabling faster turnaround on routine tasks. However, he maintains that efficiency does not remove the need for human judgement.
“Systems improve efficiency, but they cannot override the human element. You still need someone to guide the AI so that responsibility for decisions remains with people, not systems,” he explains.
AI enabling human potential
For Erick Ngwiri, director of global data and analytics at Catholic Relief Services, AI plays a critical role in humanitarian work, where timing and accuracy can directly affect outcomes. He sees it as a tool for turning complex data into actionable insight.
“AI allows us to process massive datasets in real time and extract insights that inform our programmes on the ground. That speed and accuracy can be the difference between a timely response and a missed opportunity,” Erick says.
However, he stresses that the use of AI must be based on strong ethical principles, particularly when working with vulnerable communities.
“We must ensure our AI models are transparent, ethical and designed to serve the communities we work with. Trust is only built when people understand how these tools are used and see the benefit,” he explains.
Erick believes collaboration will be central to the future of AI in humanitarian work, particularly through partnerships that prioritise inclusion and long-term impact.
“If we work together to design AI tools that are inclusive and focused on impact, we can transform the way humanitarian aid is delivered,” he notes.
