Cassie Jaganyi didn’t start her career dreaming of a life in communications. Her path began in accounting, took a turn through supply chain and operations, and only later found its way into storytelling.
Now, as Head of Communications for Uber across Sub-Saharan Africa, Cassie leads storytelling for both Uber and Uber Eats, helping shape how one of the world’s most recognisable brands shows up across diverse African markets.
In this conversation, she talks about building relevance in fragmented markets, what corporate storytelling gets wrong, and the unexpected detours that helped her find the work she was meant to do.
If your career journey were a movie, what would the title be and why?
It would be Transformers, which, by the way, is one of my all-time favourite movies.
Tell us about your career journey into the tech industry
My story is very similar to that of many people in the millennial generation. We thought we were going to do one thing, and life took us somewhere completely different. I started out studying accounting. I was set on becoming a Chartered Accountant, but the reality of that world was disappointing. It just wasn’t for me.
SponsoredSo I paused and gave myself space to figure things out. I pivoted into supply chain and operations at a global FMCG, and even though I’m not in that space anymore, I genuinely loved that chapter. It sharpened my thinking, both strategically and operationally.
One of my senior leaders, who is now a mentor, once told me, ‘You’re in the wrong function. You should be doing something more creative.’ It was huge to be seen like that, and even bigger to be supported. He connected me with people, set up training, and gave me space to learn on the job. When we eventually parted ways, I told him, ‘Thank you. I finally know what I want to be when I grow up.’
That moment changed everything. Like Sheryl Sandberg once said, careers aren’t ladders, they’re jungle gyms. Mine definitely is. But through it all, one constant has been my love for people and their stories. That’s what drives me. In this role, I get to hear those stories and share them too.
You’re currently leading communications at Uber, where storytelling plays a big role. What has the experience taught you about effective corporate storytelling?
I’ve been at Uber for 11 months now, and more than anything, it’s reinforced how important it is to tell the stories of the people in the communities you’re trying to reach. At Uber, we’re reimagining how the world moves, but to do that in Africa, you can’t just copy and paste a global story. You have to tap into the nuance of what movement looks like here, and what matters to African riders and drivers.
From Uber Moto launches to policy roundtables, our comms calendar stays packed. But at the core of it all is the same principle: tell the stories that matter. Working across multiple stakeholders—riders, driver-partners, government, media, internal teams—means constantly balancing different needs and perspectives.
One thing that’s shaped how I approach this is something we call ‘strategic empathy.’ Yes, we have clear objectives to meet, but every request, every conversation, comes from a human being trying to solve something or reach a goal. Blending human understanding with a clear strategy has made a huge difference in how we present ourselves and succeed on the continent.
Now that you’re actively leading campaigns on the continent, what’s something you’ve learned about building in Africa that you didn’t know two or three years ago?
Every single day, I’m learning something new. Most of my career has been in FMCG, and now I’m in tech, which is a completely different world.
The pace, complexity, and number of stakeholders keep you on your toes. We always joke that every day brings something new, and it’s true. But I genuinely enjoy that. I love the challenge.
One of the reasons I took on this role in the first place was to push myself, to grow, and to broaden my perspective on different industries. So yes, it can be intense, but it’s exactly the kind of environment that keeps me learning and evolving.
What’s your perspective on how African audiences are evolving in terms of brand trust and engagement?
I think African audiences have often been overlooked, especially in the context of global companies. We have our own voices, our own stories, and our nuances. When brands try to apply a blanket, global message and expect it to resonate everywhere, they often miss the mark.
African audiences are sharp. We’re aware, we’re informed, and we can tell when something wasn’t made with us in mind. So if you want to truly connect, you can’t take a one-size-fits-all approach. Even within Africa, how you speak to someone in Nigeria should be different from how you speak to someone in South Africa or Kenya.
The detail matters. The nuance matters. That’s where the real connection happens.
What’s one campaign or moment from the past few months that you’re especially proud of?
It’s probably the one we’re working on right now: the launch of UberMoto in South Africa. It’s been fun, exciting, and honestly, quite challenging. Unlike many other African countries, South Africa doesn’t have a strong motorbike culture. So, introducing the idea of getting on a bike for your daily commute has been met with a mix of curiosity and hesitation.
What’s been incredible is seeing that shift happen in real time. People go from saying, ‘I’ve never been on a motorbike before,’ to, ‘That was amazing, when can I ride again?’ It’s not just about launching a product; we’re influencing how people think about movement.
But beyond the novelty, UberMoto is also addressing a very real socioeconomic challenge. In many communities, people spend hours each day commuting because the current transport options aren’t always accessible or efficient. UberMoto gives them back time and offers an affordable, practical solution that complements the existing system.
So yes, it’s fun. But it’s also meaningful. We’re building something that makes everyday life a little easier and that matters.
As a Black woman leading communications at Uber, what has your experience been like?
My experience at Uber has been great. What I’ve really appreciated is the company’s commitment to developing talent. There’s genuine room to grow, and a clear, intentional effort to help people broaden their horizons. We have access to world-class training, such as McKinsey leadership courses, which the company fully covers.
There’s also a strong culture of celebrating wins, and more importantly, a genuine sense of shared accountability. It’s not siloed. You don’t hear, ‘That’s not my department.’ Instead, it’s, ‘We’re in this together, how can I help?’ That spirit of collaboration and ownership shows up daily. Someone will literally roll their chair over to your desk and say, ‘Hey, I’m working on something, want to think it through with me?’
As a black woman in this space, that level of support, community, and alignment with my personal values has meant a lot. It made the experience not just fulfilling, but deeply affirming.
Looking back, what was a small decision that ended up having a big impact on your career?
Like I mentioned earlier, my career hasn’t followed a straight line. But one defining moment was meeting a senior leader who truly saw me. Not just the role I was in, but me as a person. He looked at me and said, ‘You don’t belong here, you should be doing something else. Have you thought about this?’ That changed everything for me.
Growing up, especially as a millennial, there was a fixed list of ‘acceptable’ careers: accountant, doctor, lawyer, engineer. That was the blueprint. And I fully bought into it. I studied accounting because it made sense on paper. I thought that was the only path to stability.
Looking back, I wish I had known this side of the world existed; the storytelling, the creativity, the brand work, because I would’ve pursued it from day one. However, I’m genuinely grateful for every aspect of the journey. Studying accounting gave me a strong business foundation. Working in supply chain and operations sharpened my organisational and structural skills. My team always jokes that I’ve got a system for everything, and that’s the operations brain talking.
Then there’s always been this creative streak in me. Now I get to bring all those parts together. So yes, being seen and encouraged to pivot was a defining moment. But every step before that played a role, too. Every experience has something to teach you; it just depends on what you choose to take from it.
How do you lead during challenging moments, like when there’s regulatory tension or reputational issues, and things aren’t as smooth as they should be?
One of the biggest lessons I’ve learned is the importance of collaboration. You have to walk into every meeting with a collaborative mindset, especially in this space.
The FMCG company I came from has been around for nearly two centuries. It’s deeply embedded in the market. In contrast, a company like Uber has only been on the continent for about 10 or 11 years. So, by comparison, it’s still relatively new.
We’re working in a space where the concept of e-hailing is still evolving. Regulatory frameworks are still catching up, not just for Uber, but for the entire industry as well. Questions like, ‘What is e-hailing? What does platform work mean? What does the gig economy look like in Africa?’ is still being answered.
Yes, there are challenges. But what we’re seeing more and more is a willingness to engage, to unpack the unknowns, and to find solutions together. And that sense of collaboration, that willingness to build rather than block, is what’s keeping the momentum going.
What anchors you in this work? What would you say is your North Star when it comes to storytelling and communications?
What really anchors me is people. I genuinely love people—talking to them, engaging with them, hearing their stories. My friends always joke that I’m the one who’ll walk up to a stranger just to ask a question. That’s just who I am.
For me, it’s about connecting people with purpose. I get such fulfilment from seeing someone reach a goal or cross a milestone, and knowing I played even a small part in that journey. That’s what drives me.
It’s the same with storytelling. I love that in my role, I get to help shape narratives, but I also get to hear the impact. When someone comes back and says, ‘We did this, and here’s what happened,’ it’s such a powerful moment. That’s what matters to me, not just personally as Cassie, but in my role as the communications lead at Uber too.
So if I had to sum it up, I’d say: people and purpose. That’s what keeps me going.
If the next chapter of your career had a title, what would it be called?
I think it would be something along the lines of: I’m excited for what’s next. After eleven years of experience, I’ve learned that it’s great to have a plan, but you also need to stay flexible. Things won’t always go the way you expect, and when they don’t, the key is to pivot, not fall apart.
I’ve grown more open to that, leaning into change, being ready to adapt. I’m definitely energised by the idea of the next big thing, even if we don’t know exactly what it is yet. Whatever it looks like, I’m ready to tap into it.
What’s next for you when it comes to storytelling at Uber?
At Uber, the story’s always evolving, and that’s part of the excitement. We’ve got some really interesting products coming up in the next few months, both on the mobility and Uber Eats side, and they’re being built specifically with the African rider and eater in mind.
What I truly appreciate is that our offices across Africa are run by Africans who have a deep understanding of the continent. So the solutions we’re designing aren’t just adapted for Africa, they’re made for Africa. You can see it in the way the products take shape. They reflect our realities, our needs. And that’s what makes this next chapter so exciting. I think people are going to love what’s coming.
So you lead storytelling for both Uber and Uber Eats, two very different verticals. How do you manage the balance between them?
In many ways, my job is simple: it’s to tell the stories. It’s to highlight the real impact of the work being done.
On the Uber Eats side, we have hundreds of merchants on the platform, many of whom share how Uber Eats has helped them grow their businesses, hire more staff, and put more money in their pockets. Especially coming out of COVID, when so many small businesses were hit hard, some merchants have told us, ‘If it weren’t for this platform, I don’t know if we’d still be here today.’
And that kind of economic impact doesn’t stop with the merchant. It extends to the people they employ, to the families those employees support. It creates a ripple effect.
Whether it’s a driver, a rider, a merchant, or someone just ordering their favorite meal, my job is to ensure that those stories are heard, because there are many powerful ones worth telling.
How do you keep the message of safety and economic empowerment clear, especially with drivers and riders who may see things differently?
For us, one of the key priorities is building a community within the e-hailing space. Our drivers are owners on the platform—it’s designed to put money in their pockets, not just ours. It only works when the whole ecosystem works: the driver, the rider, and the platform all contribute to a shared experience.
That’s why listening is such a big part of what we do. We’ve created consistent spaces for open dialogue, like our driver roundtables. These are regular sessions where drivers can come in, hear what’s new, share what’s working, and raise what’s not. We take that feedback seriously. We go back, act on it, and then return to the table with updates.
It’s the same on the Uber Eats side. We have courier roundtables, merchant roundtables; everyone involved in the experience has a seat at the table. We’re always asking: how can we improve? How can we co-create a system that truly works for everyone?
It’s an ongoing process. It takes openness, consistency, and a real commitment to relationship-building. But it’s worth it, because when the ecosystem thrives, we all do.
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