What You Need to Know
Doreen Kathambi, Brand Business Lead for Africa Beauty Brands at L’Oréal East Africa, shares insights on the evolving beauty industry in Kenya. As the market surpasses Sh40 billion, she emphasizes the importance of local strategies, consumer behavior, and the balance between global expertise and local insights to drive growth and innovation.
Africa-Press – Kenya. As Kenya’s beauty and personal care industry crosses the Sh40 billion mark, multinational players are increasingly turning to localised strategies to win over consumers.
Doreen Kathambi, Brand Business Lead for Africa Beauty Brands at L’Oréal East Africa, speaks to The Star on her personal journey, leadership, market trends, innovation, consumer behaviour and the evolving competitive landscape.
Where did you grow up and what was your upbringing like? I grew up in Nairobi in a very driven and ambitious household. My mother is an entrepreneur, and my father is a doctor, so from a young age, there was a strong emphasis on discipline, hard work, and excellence, especially academically.
At the same time, my parents nurtured our talents and allowed us to explore our passions, as long as we stayed committed to our education. That balance between structure and creativity shaped who I am todayWhere did you pursue your education, and what were your early career aspirations?I studied at USIU, where I pursued hotel management and marketing because it felt creative and people-driven.
Initially, I thought I would become a dermatologist, driven by my interest in skin after struggling with acne as a teenager. Along the way, I discovered my creative side, especially my passion for fashion and brand building, and that shifted my path.
What was your first job, and how old were you at the time?My first job was at an experiential marketing agency when I was 21. One of my earliest experiences was training over 500 beauty advisors on how to sell a product in-store.
I remember being both nervous and excited; it was only my second week on the job. I had to teach them not just how to sell, but how to truly believe in the product and connect with consumers.
How has your career journey evolved to your current role as Brand Business Lead at L’Oréal East Africa?My journey has been intentional but also exploratory. While in university, I started a fashion business where I sold second-hand clothes to fund my passion for fashion design.
I partnered with photographers and influential people on campus to position the products as premium, which is where I began to understand the power of branding.
From there, I moved into marketing roles that combined creativity with commercial impact, eventually leading me to where I now lead Africa beauty brands across East Africa.
What key lessons or experiences have shaped you along the way?One key lesson is that you don’t have to have everything figured out from the beginning; you just need to start and stay curious.
Another is that execution matters just as much as ideas. It’s not enough to be creative; you need discipline and consistency. Finally, confidence grows with action.
Many things I was once nervous about became strengths simply because I kept showing up What are your roles and priorities? My role involves leading strategy, innovation and growth for these brands across East Africa.
A big part of what I do is ensuring that we build strong local relevance—taking world-class formulations and adapting them into products that resonate with African consumers, particularly in Kenya.
Our priorities are centred around driving category growth and expansion, especially in segments like deodorants and male grooming, while also strengthening our leadership in body care. Ultimately, our goal is to provide accessible, reliable and high-quality beauty solutions to a rapidly growing market.
What is it like working for a multinational, and how do you balance global strategy with local realities?One of the biggest lessons is that global expertise must be combined with local insight.
Multinational companies bring strong research and development capabilities and disciplined brand-building frameworks. However, succeeding in Africa requires a deep understanding of the consumer, things like affordability, climate conditions and cultural beauty practices.
The balance lies in transforming global knowledge into products and services that meet local needs in a meaningful way. You recently expanded into new segments.
What inspired this move?One of our recent entries is in the deodorant and hygiene category. This move was driven by extensive consumer research and an understanding of market opportunities.
The hygiene segment in Kenya is currently valued at around Sh5 billion, and we saw a gap for accessible, science-backed products. Leveraging the strong brand equity, we introduced products that meet consumer expectations in terms of quality, affordability, and performance.
How is Kenyan consumer behaviour evolving in the beauty space?Consumers are becoming more informed and intentional. Studies show that shoppers are making more frequent trips to stores to physically interact with products, such as touching, reading ingredients and evaluating performance.
There is a clear shift towards value-conscious purchasing, where consumers are not just looking at price, but also quality and effectiveness. This means brands must deliver both affordability and proven results.
What are the key trends currently shaping Kenya’s beauty industry? There are three major trends we are observing. First is inclusive beauty, which is designing products for diverse skin tones and needs.
Second is the rapid growth of male grooming, which is opening up new opportunities. Third is the increasing influence of digital creators in shaping beauty discovery and trends. These trends are redefining how consumers engage with beauty brands and how products are developed and marketed.
How do local brands help you connect more effectively with consumers?Local brands allow us to design products, communication strategies and pricing models that reflect everyday consumer realities and cultural nuances.
This strengthens trust and loyalty because consumers see themselves reflected in the brand. It also enables us to respond more quickly to market needs and preferences.
You manufacture locally. How important is this to your strategy?It is extremely important. All our African beauty brands are produced locally here in Kenya at our factory along Mombasa Road.
We have a team of over 100 people working in manufacturing, research and quality control. Local production allows us to maintain high standards while also supporting the local economy through job creation and skills development.
How extensive is your retail and distribution network?We have a retail network of over 30,000 stores. This includes partnerships with distributors, retailers and small businesses across the country.
Through this ecosystem, we support thousands, if not hundreds of thousands, of livelihoods indirectly. We also invest in training and capacity building for our partners to help them grow their businesses.
Can local brands compete with global brands? Absolutely. Local brands have the advantage of understanding African skin, climate and lifestyles. When you combine this with strong quality standards and innovation, they can compete very effectively with international brands.
Is there a growing demand for natural and sustainable beauty products? Yes, there is increasing awareness around natural ingredients and sustainability.
While affordability remains a key concern, consumers are becoming more interested in where ingredients come from and their impact. We are seeing a steady rise in demand for products that are responsibly sourced and environmentally conscious.
How is technology shaping the beauty industry?Technology is transforming the industry in multiple ways. It allows us to better understand consumer behaviour through data and enables personalised marketing.
It also accelerates product innovation and development. With the integration of AI and advanced analytics, we can respond more quickly to trends and deliver more targeted solutions.
What role is e-commerce playing in the sector? E-commerce has introduced convenience and accessibility. Consumers can now purchase products from the comfort of their homes and access detailed product information online.
We are also seeing innovations like virtual try-ons, which enhance the user experience. E-commerce is not just a sales channel; it is also a platform for education and engagement.
What are some of the key challenges facing the beauty industry in Kenya? Economic pressures that affect consumer purchasing power are a major challenge. There is also an increase in regulatory requirements, particularly around sustainability.
How is L’Oréal responding to sustainability regulations such as Extended Producer Responsibility (EPR)? Sustainability is central to our strategy under the “L’Oréal for the Future” initiative.
Many of our products are now packaged in 100 per cent recyclable materials. While transitioning to sustainable materials may increase costs initially, it builds long-term consumer trust and supports responsible growth.
How do you see the future of the beauty industry? I would describe it in three words: innovative, locally inspired and inclusive. What advice would you give young Kenyan women aspiring to careers in brand management? Stay curious, build strong analytical and creative skills and remain resilient.
Success in this field requires a balance of strategy and creativity, as well as continuous learning. On a more personal note, what advice would you give a young girl aspiring to follow in your footsteps?Be yourself and follow your passion.
For me, my passion for beauty and fashion guided my career path. Also, stay focused and resilient. Behind every glamorous role is a lot of hard work, strategic thinking and planning. Don’t shy away from subjects like mathematics and analytics; they are just as important as creativity in building a successful career
Kenya’s beauty and personal care industry has seen significant growth, crossing the Sh40 billion mark. This expansion has attracted multinational companies like L’Oréal, which are adapting their strategies to resonate with local consumers. The shift towards localized production and consumer-centric approaches reflects a broader trend in the global beauty market, where understanding regional preferences is crucial for success. As consumer behavior evolves, brands are increasingly focusing on quality, affordability, and sustainability to meet the demands of a more informed customer base.
