Jemila Hamid’s leadership story is rooted in responsibility, reflection, and a deep commitment to building systems that work for others. Born and raised in Addis Ababa as the eldest child, she learned early how to observe, listen, and take on responsibility. Quiet and introspective by nature, she often played the role of peacekeeper at home, where expectations were high and leadership by example was assumed. Her parents were firm and intentional in their choices. Although they had the means to send their children to private school, they deliberately chose public education, believing it was important for their children to understand how others lived. That exposure helped Jemila develop empathy, perspective, and a strong sense of social awareness, qualities that continue to shape how she leads today.

Jemila earned her degree in Physiotherapy from the University of Gondar and went on to strengthen her clinical expertise through short courses and professional training. As she transitioned into adulthood, her path unfolded differently than she had anticipated. Marriage, increasing responsibilities, and structural limitations within her profession required her to adapt quickly. During this period, she learned to advocate for herself and to stand her ground when systems failed to support her progress.

Jemila’s professional journey began at a time when the government placement program for health professionals was discontinued. Instead of accepting the uncertainty that followed, she actively engaged the Ministry of Health in search of placement. This process exposed her to deeper systemic issues, particularly how recruitment and hiring decisions were often made without technical expertise. She was also offered an opportunity to remain at the university as an academic staff member, but due to an administrative oversight, that opportunity was lost. In hindsight, she sees this as a turning point that shifted her focus from individual practice to improving systems for professionals in the physiotherapy sector as a whole.

That shift led her to the Ethiopian Physiotherapy Association, where she committed herself to leadership and institutional development. She pursued leadership and management training and went on to serve two consecutive terms, totaling four years, as President of the Association. When she took on the role, the Association had limited resources and operated primarily through volunteers. Jemila set four clear priorities: establishing a physical office, employing permanent staff, securing recognition from key stakeholders such as the Ministry of Health, and ensuring financial sustainability beyond membership fees. By the end of her tenure, these priorities had been met. The Association gained national recognition, employed permanent staff, secured two years of operational support through ICRC, and laid the groundwork for an income-generating clinic designed to serve as a center of excellence. During this time, she also served as the World Physiotherapy Country Representative and led the development of a five-year strategic plan that later became a reference for other professional associations.

While serving in leadership at the Physiotherapy Association, Jemila continued to work as a clinical physiotherapist. Managing both roles in parallel allowed her to stay grounded in day-to-day practice while engaging with the broader systemic challenges facing the profession. The realities she encountered in clinical settings consistently informed her work at the Association, reinforcing the need for stronger structures, clearer pathways, and better support for practitioners.

Rather than moving frequently between jobs, Jemila was intentional about building depth in her professional experience. She believed that lasting impact required sustained engagement, staying long enough to understand gaps, test solutions, and see results. This approach strengthened both her clinical expertise and her effectiveness as an institutional leader.

Over time, the intersection of hands-on practice and systems-level leadership clarified her next step. In 2011 E.C., she established Nexus Physiotherapy and Stroke Rehabilitation Specialized Clinic PLC as a practical extension of the values and lessons she had developed through both roles. Nexus was designed not only to deliver high-quality care but also to serve as a structured learning environment. Three years later, Nexus expanded with the opening of a second branch, demonstrating the sustainability of the model she had built.

Jemila considers her children to be her greatest personal accomplishment. She is the mother of two sons, aged ten and seven. Professionally, she considers her leadership at the Physiotherapy Association her most significant achievement, as it allowed her to contribute to lasting change within the profession and improve conditions for future practitioners.

Ambition plays a crucial role in how Jemila approaches leadership, but it is always guided by logic and strategic planning. When she took over the Association, financial resources were limited, and many questioned the feasibility of her plans. She focused on identifying potential, asking the right questions, and developing alternative plans when challenges arose. She believes it is important to understand what you can contribute before asking for support and recognizes that support can take many forms beyond financial resources.

One of the most challenging periods in her life came shortly after graduation. After seven months without work in her field, she accepted a physiotherapy position far from home with a very low salary. Most of her income went toward transportation, and her daily commute exceeded three hours. The work was physically demanding, and the long days were exhausting. Despite having family support available, she chose not to rely on it, believing that independence and experience were more important at that stage. Within a year, her commitment and initiative led to her promotion to Clinical Director. Over time, her professional growth and leadership translated into strong career advancement, and she became one of the highest-paid physiotherapists in the city.

Problem-solving is central to how Jemila works. When she sees an issue, she takes responsibility rather than waiting for others to act. Wherever she goes, she aims to make a meaningful contribution and support those who will follow her. Over time, she let go of the belief that others always know better and learned that taking initiative often leads to better outcomes. She also overcame insecurities stemming from childhood bullying. Accepting herself fully made it easier for her to step into leadership roles with confidence.

Community service has always been important to Jemila. She believes professional success should go hand in hand with giving back. She served the Physiotherapy Association entirely voluntarily and often covered expenses from her own pocket to attend meetings that could have a long-term impact. Her work contributed to the expansion of physiotherapy programs at universities, including Mekelle, Bahir Dar, and Jimma. She also served as an executive board member of the Addis Ababa Karate Federation, focusing on injury prevention and awareness to help athletes sustain their careers. In all her engagements, she prioritizes work that leads to practical and systemic change.

Outside of her professional responsibilities, Jemila values balance and rest. Depending on her energy level, she enjoys watching movies, taking a long walk, dining out alone, or spending weekends with her children. She remains deeply grateful for her family, particularly her parents, who, despite their resources, set clear boundaries and explained their decisions. That approach, she believes, played a key role in shaping her values and sense of accountability.

AWiB is grateful to Jemila Hamid for her dedicated service as the 2025 AWiB Board President. Her leadership and commitment to strengthening systems and creating opportunities have made a lasting contribution to the organization and the wider professional community.

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