Ayesha Nurain Janah: The Reluctant Leader Powering the Maldives’ Social Transformation

Ayesha Nurain Janah is a Maldivian-New Zealander social impact leader and corporate strategist whose work bridges grassroots activism, gender equity, and climate action across the Indian Ocean and beyond. The soft-spoken 30-something was recently selected for World Economic Forum’s 2025 Young Global Leaders class but this hasn’t affected her humility and she isn’t letting the label “global leader” go to her head.

“It’s a little bit hard to believe because a lot of the work that I’ve done and also the recognition is for the social impact work that I do,” says Janah. “I guess I don’t really think about it as leadership but being in service to the community.”

Like other high-achievers in her YGL class, the Maldives-born New Zealander has achieved quite a lot, despite her young age. Her work often takes her from finance boardrooms, island villages, and international policy forums, which has taught her to connect with people of varying profiles. Nurain’s career began in New Zealand’s corporate finance sector, specializing in the high-stakes restructuring and insolvency niche. “There weren’t many women in that space,” she recalls. “Only about 20 percent in New Zealand, and 8 percent in Australia. So, I learned resilience early.” Her career progress wasn’t linear, having to work harder to prove herself as a woman of color in male dominated fields, carving her own path through traditional industries.

The high-flying world of finance wasn’t her only focus, however. Over nearly a decade in New Zealand, she also founded Authenticity Aotearoa, a grassroots initiative supporting young women of color. “I started it almost by accident,” she says. “But the work taught me that empowerment isn’t just for women—it’s about creating a world that’s equitable for everyone.”

That belief in systemic equity is the cornerstone of Nurain’s work today. Since returning to the Maldives full-time, she has launched the Kandūfā Foundation, a youth-focused organization that blends cultural heritage with climate activism. Rooted in matriarchal history and indigenous knowledge, the foundation develops young leaders from high school age and up—especially women from rural islands. “We’re still small,” she says, “but one of the things I’m proudest of is our micro-grant fund. We’re backing young, locally-rooted ideas with mentorship and support, not just cash.”

Still early in its life, the Kandūfā Foundation has already funded projects from coral restoration to climate-tech entrepreneurship. Its model is participatory, localised, and deeply informed by Nurain’s cross-sector experience—including her work on New Zealand’s Oversight Committee for the Code of Conduct on Online Safety and Harms.

Beyond her work for the foundation, Janah is increasingly active in shaping economic policy in sectors historically closed to women. She currently sits on both the board ofMaldives National Association of Construction Industry (MNACI) and as well as the International Federation of Asian and Western Pacific Contractors Associations (IFAWPCA). “We were a matriarchal society. We’ve had queens. But today, only three of our 87 MPs are women,” she notes. “That disconnect drives a lot of my work.”

In an environment where tourism and construction dominate the economy, Nurain sees women’s economic empowerment as a structural necessity, not just a moral imperative. She’s launched initiatives to bring more women and youth into these industries and is unafraid to challenge outdated norms. “There’s still this idea that opinionated women aren’t behaving ‘properly’,” she says. “But being a leader shouldn’t make you an exception—it should become the norm.”

Much of her strength comes from lived experience. Raised in the Maldives until age 15 before moving to New Zealand, she credits her parents for the values instilled in her. She especially highlights her maternal grandparents—both orphans turned service workers—for shaping her values. “My maternal grandfather was a peon,” she says with pride. “He was punctual, never missing a day. It wasn’t until I moved to New Zealand that I realized people thought that was a derogatory term. But for me, it’s always been about integrity.”

This dual cultural lens allows Nurain to navigate “the delicate balance” between tradition and transformation. She is acutely aware that progress cannot come at the expense of cultural nuance. “Sometimes you have to be a sledgehammer,” she says. “Other times, a surgeon. I’ve learned to be both.”

Her leadership style reflects that blend of pragmatism and personal purpose. When charting her personal path forward she says she usually asks herself: “Where is my heart right now? What impact can I make?​.​” Whether she’s changing social norms, mentoring local changemakers, or shaping international online safety policies, she remains committed to grounding big ideas in real-world outcomes. But although her work is firmly pointed towards shaping the future, Nurain consistently stresses how important honouring her past and where she came from are to her: “Remember the village that raised you,” she says.

As her global influence grows, so does her clarity of purpose. For Ayesha Nurain Janah, leadership is anchored in culture, driven by service, and fueled by the firm belief that a better world starts at home.

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