For over three decades, Farah Mohamed has dedicated her life to removing barriers and building a more equitable and sustainable Canada. From founding G(irls)20 to champion young women globally, to leading the Malala Fund alongside Nobel Laureate Malala Yousafzai, and now as CEO of The King’s Trust Canada, Farah’s leadership is defined by bold, practical solutions to systemic inequities. Her commitment to galvanizing decision-makers into action has transformed countless lives — whether through empowering young people facing barriers or advocating for human rights on the world stage.
Your own journey — from arriving in Canada as a refugee to becoming a global advocate and leader — is deeply inspiring. How does your personal story shape your leadership and the way you connect with young people and partners?
It gives me hustle. Many immigrants — and especially refugees — will tell you that losing everything is jarring, but you don’t have the luxury of wallowing in it. You have to work harder than anyone else and create opportunities out of chaos. Your success becomes tied to your survival. Even after becoming a Canadian, that survivalist mindset sticks with you. I also recognize that in spaces traditionally dominated by white men, being the “only one” in the room can motivate you to open doors for others. It’s about creating opportunities for those who may not have had the same chances. I lead with that drive: work at maximum speed, be the best, and solve society’s biggest problems in a deeply personal way.
At 54, I’m honored to be surrounded by young people — personally and professionally. They keep me hopeful, challenge me, and if you listen deeply, they can change you for the better.
You’re known for presenting data in a way that inspires action. Can you share a moment when storytelling helped turn numbers into a transformative movement?
Data is a powerful tool to connect the head and the heart. When we started G(irls)20, no one was talking about the economic impact of having girls educated and women in the workforce. The conversation was about human rights — which is fantastic, but many tuned it out. When you approach a Prime Minister, President, CEO, or CFO and tell them that their economy will grow by x% if women are employed — and they can’t be employed if they aren’t educated — followed by a concrete example, it’s hard to ignore. You can also say, “If this were your daughter, niece, or sister, wouldn’t you want her to have the opportunity to earn, learn, and live her dreams?” In those moments, you see people nod in agreement, and you know you’ve inspired them to take action.
Partnerships are a cornerstone of your work. What’s the key to creating strategic collaborations that yield transformative results?
The best partnerships happen when two or more parties get in a room and the following ingredients are in play: alignment on values, shared ambition for the people you are working in service of, [creativity that sparks the extraordinary], an openness to ideas, and a genuine desire to make something of value happen. If you have those ingredients, then the sky is the limit. Well, if you are a social profit like us, money might be a limit, but that’s where partnerships really shine. The ultimate key to creating strategic collaborations is the ability to be strategic — don’t force it, and don’t commit to something you know you can’t deliver.
You’ve mentioned the importance of “courage to do something different.” Can you share a time when taking a risk led to a breakthrough in your work?
The idea for G(irls)20 and 360 came to me when I was feeling disillusioned. Nothing seemed to be working well enough to change the system, and I was frustrated. I was brought up to be focused on “yes” over “no,” on pushing boundaries and getting things done. For G(irls)20, the idea that Prime Ministers, Presidents, and even dictators should accept that girls and women were — and still are — a key to a thriving economy felt daunting. But I didn’t care. I relentlessly beat down doors, raised my hand in every Q&A, and became a force. Eventually, it worked.
Your leadership has consistently centered young people as economic change-makers. How do you navigate resistance to this focus, particularly in spaces where traditional perspectives dominate?
I just keep trying. I keep showing up, challenging the status quo, and innovating. I galvanize decision-makers and leaders to take action, one conversation at a time. Gradually, with amazing teams and collaborators, we change hearts and minds — one person at a time. As an advocate for young people, this persistence is crucial in shifting perceptions and creating lasting change.
