Rita Kakati-Shah: A Force for Change, Innovation, and Action

Your career spans gender equity, social mobility, tech, and entrepreneurship. What drives you to take action across so many fields, and how do you keep the momentum going?

I could give you a hundred different reasons, but at the heart of it, I’m deeply passionate about so many things. Wherever I live, I fully immerse myself in the culture, the norms, and the people. The same applies when I come across an issue I feel strongly about—I give it my all.

I was born and raised in England, but my parents came from Assam, northeast India, with almost nothing. They instilled in me the importance of never taking anything for granted, making the most of every opportunity, and always paying it forward. These are the same values I’m now passing on to my son and daughter.

What keeps me going is seeing the real impact of this work. One of the most rewarding moments is witnessing the spark in a young girl’s eyes when she realizes her potential or seeing a woman step into her power after real change has happened. I love watching young people from underrepresented backgrounds walk with newfound confidence when they achieve something they once thought was out of reach. It’s not just about statistics or policies—it’s about real lives being changed, and that’s what drives me every day.

Women face systemic barriers in leadership and economic mobility. Looking back, what were the key actions you took to break through these barriers in your own journey?

When I started on the trading floor of a male-dominated investment bank in 2000, I didn’t have a set plan—I just knew I wanted to learn. My path there wasn’t traditional. I had a medical degree, but I took a leap of faith and switched to Maths and Management at King’s. That decision taught me to trust my instincts and embrace curiosity, which shaped how I approached my career. I asked questions, sought out mentors, and when I recognised systemic gaps, I helped set up initiatives to support underrepresented groups.

I never assumed I didn’t belong. If few women were in leadership, I saw that as a challenge, not a reason to hold back. Moving up meant being intentional—studying how senior figures navigated the system, putting myself forward for projects, and making sure I was visible. No one hands you leadership; you prove your value consistently.

At its core, breaking barriers is about taking risks, surrounding yourself with the right people, and always pushing beyond your comfort zone. It’s not about entitlement—it’s about preparation, resilience, and stepping up when opportunities arise.

Your book 'The Goddess of Go-Getting' is all about confidence and resilience. What advice do you have for women looking to step into leadership and drive impact in their own fields?

Leadership starts with self-awareness—understanding how you structure your life, what drives you, and how to stay fulfilled. It’s not just about your career but how you lead yourself daily. Establishing routines, prioritising hobbies, and maintaining balance are essential to long-term success and avoiding burnout.

In the workplace, mastering your role is the first step. Once confident, look beyond your immediate responsibilities—volunteer for projects, connect with different teams, and engage in internal networks. Leadership isn’t just about climbing the ladder; it’s about adding value, building relationships, and making yourself visible.

Networking is a key driver of leadership. Whether naturally social or more reserved, there are ways to build connections—through casual conversations, LinkedIn, or simply asking insightful questions. As you grow, leadership extends beyond work. Many professionals reach a stage where they want to create an impact beyond their job title. This could mean joining external boards, supporting CSR initiatives, or carving out a role that aligns professional skills with personal passions.

Ultimately, leadership isn’t a rigid path—it’s about thinking holistically, taking initiative, and embracing opportunities to shape change.

Through your tech education initiative in rural India, you’re helping bridge the digital divide and connect children with global mentors, including from King’s. What impact have you seen so far, and how can we accelerate access to opportunities for women and girls in underrepresented communities?

Uma Global launched just last year, and already, over 260 students in Assam, northeast India, have been part of something extraordinary. We’re linking young people with global mentors—including King’s Business School students—for dynamic, peer-to-peer mentoring that’s breaking barriers and building bridges.

The magic happens in the conversations. Despite being thousands of miles apart, students quickly realise they share more similarities than differences. These sessions spark empathy, broaden perspectives, and bring leadership to life in a way no textbook ever could. The curriculum? It’s packed—confidence, negotiation, business development, global entrepreneurship, sustainability, and gender equality. But the real power is in the human connections.

There’s something special about learning from someone who truly gets your experience—someone who isn’t just teaching but sharing, listening, and relating. A peer describing the daily challenges they face lands in a way no lecture or expert report ever could. These exchanges shift mindsets, deepen understanding, and empower students on both sides of the conversation.

And here’s the best part—students want to make an impact. They’re hungry for change, and when given the chance, they run with it. Uma Global proves that when you bring young minds together, equip them with the right tools, and let them lead, the results are nothing short of transformational.

What’s one barrier you think still holds women back, and how can we accelerate action to break it?

We often see global campaigns pushing for change, but the real question is: Is this a barrier for the women in that society?

What may seem like an obstacle from the outside might be viewed differently within their culture. Instead of assuming, we need to listen—what do they actually need? What support would be meaningful to them?

Change also happens in small, thoughtful steps. If you come in forcefully, people naturally resist. But when conversations are open and respectful—through mentorship, education, and local engagement—change grows organically. It’s about working alongside communities, not prescribing solutions from afar.

Generational shifts also play a key role. Trying to change long-standing traditions overnight can cause resistance, especially from older generations. Instead, empowering younger generations through peer-to-peer mentorship allows them to introduce new ideas in a way that feels natural and sustainable. Sometimes, the most effective change doesn’t come from arguing with the past but from building a better future.

And this isn’t just about what we can teach—there’s so much to learn from different cultures, too. Family, loyalty, and responsibility are deeply valued in many communities, and recognising this helps foster real dialogue. Progress is most powerful when it’s built on understanding, not imposition.

Have an interesting alumni story or experience to share? Contact us at foreverkbs@kcl.ac.uk.