Read the Conversation
EF: What inspired you to embark on this journey, and how has it shaped you into the leader you are today?
NK: I have experienced the profound impact cancer can have on loved ones. My journey with this disease began over 40 years ago when my husband was diagnosed with a brain tumour, after being treated for two years for tick bite fever in South Africa. Shortly after, my father was diagnosed with aggressive leukaemia and tragically passed away just three weeks later. Not long after that, my younger brother was diagnosed with kidney cancer.
My losses prompted me to shift my focus. I decided to leave the corporate world and make cancer awareness my mission. About 25 years ago, there was very little awareness about cancer in South Africa. While there was a lot of focus on diseases like HIV, TB, and malaria, cancer remained largely under the radar. That’s when I decided to make cancer my mission. I left my corporate job, where I had a background in PR and marketing, and set out to create impactful campaigns.
My goal was to develop initiatives that could unite people from all walks of life, making it simple and accessible for everyone to get involved. The idea was to establish campaigns and hand them over to a cancer NGO for long-term management. This approach led to the creation of the “CANSA Shavathon”.
The campaign involved shaving and spraying heads, and we faced a unique challenge: at the time, South Africa was experiencing significant political turmoil, which isolated us internationally. With sporting events being cancelled, I came across a record held by Australia for the most heads shaved. Inspired by South Africa’s competitive spirit, I launched a campaign with a playful challenge: “If we cannot beat the Australians at cricket or rugby, let us beat them at shaving heads.”
This idea resonated deeply, and the Cancer Association of South Africa still holds that world record today. I managed the campaign for four years, raising over 20 million Rand through head-shaving events in supermarkets and schools. The core message was always clear: early detection can save lives.
After four years, I handed the campaign back to the Cancer Association, providing them with a blueprint to continue. Today, they are still running it, even some 20 years later.
EF: Could you elaborate on your next step, when you focused on Breast cancer?
NK: As one requires a strong media partner, to be able to tell your story, I chose to focus on breast cancer as 60% of M-Net’s audience at the time, were women it made strategic sense for both of us. M-Net, like many corporates back then, had significant funds dedicated to advertising and was known for hosting glamorous events that fit their brand.
In our first year, we organized a fundraising luncheon with a simple concept: sell tickets to both individuals and companies to raise money for cancer organizations. That inaugural event raised 1 million Rand, a considerable amount at the time, equivalent to about $50,000 or EUR today. The funds were split between two organizations—one focusing on advocacy, PinkLink and the other, Reach for Recovery.
By the second year, M-Net wanted something with a more tangible impact. At the luncheon that year, the marketing director casually asked, 'Where will we tell people the funds are going this year?' Half-jokingly, I suggested, 'Let’s build trucks.' The idea was to create mobile units, branded with corporate logos, that would serve as moving billboards for sponsors. More importantly, these trucks would provide measurable results, like mammograms performed or women educated about breast cancer, giving our corporate partners clear visibility and a return on investment.
After securing funding from multiple organizations, we built a truck that is still operating today. Our latest truck is unique—it features a mammography machine, an exam room, and the capability to screen and treat for HPV directly on-site. It is equipped for comprehensive screenings, from mammograms to Pap smears and HPV testing. We also provide PSA screenings for men and clinical breast examinations, referring individuals to the truck for mammograms based on age and other criteria.
Due to community demand, we’ve also added skin cancer and lung cancer screenings, the latter in collaboration with other South African corporates in those fields.
EF: How did you come to be known as Pink Circus?
NK: When we enter a community, we bring a range of health services, not just cancer-related care, and invite anyone in the health space to join us. In some areas, the nearest hospital can be 800 kilometers away, so our presence can be a lifeline. We have become known as the “Pink Circus” because of our comprehensive, mobile approach to delivering care where it is needed most.
We strive to bring as many services as possible to the communities we serve. For example, the Department of Home Affairs joins us with their trucks, providing services like registration of births and deaths, as well as issuing ID documents and passports. The Department of Social Development also comes along with their mobile units, helping to issue grant cards for the unemployed.
It is not just about health services—we bring along organizations like CHOC (Children's Haematology Oncology Clinics) for children’s cancers, and Campaigning for Cancer. Essentially, we have created a wide array of services, a "massive basket" to offer to those who would otherwise never have access to such support.
EF: How can we increase collaboration opportunities in South Africa?
NK: Collaboration among NGOs could greatly amplify our efforts in cancer awareness. We lead education initiatives across schools and universities, and many other cancer NGOs are working in similar spaces. If we could coordinate, share plans, and avoid duplicating efforts, like overlapping events in the same region, we could spread our message even further.
Unfortunately, many organizations feel threatened by collaboration, fearing they might lose funding or support. However, since the inception of our organization, we have never relied on South African government funding. All our support comes from international governments, philanthropic entities, corporate sponsors, and individuals touched by cancer. We have capitalized on South Africa’s passion for sports to drive major campaigns, like turning the prestigious Comrades Marathon into a 'pink' event for five years. We've also partnered with the Argus Cycle Tour, the Two Oceans Marathon, and Cricket SA where our national cricket team wore pink jerseys for five consecutive years—gaining international exposure and never losing a match during those pink events.
We believe in collaborating with the public and private sectors to maximize our impact, and with government backing, our impact could be even greater.
Our results speak for themselves. Several companies recognize the value of our work—not only for its societal impact but for how it aligns with their corporate goals, especially regarding social responsibility and tax incentives tied to government tenders.
I firmly believe mobile healthcare is a solution for Africa. It allows us to reach far more people than traditional clinics. After presenting at the UICC World Cancer Conference, I received interest from various African countries looking to implement our model. My goal isn’t to lead those efforts but to transfer the necessary skills so others can secure their own funding and expand this approach across the continent.
EF: How do you envision the PinkDrive initiative evolving in the future? What is next for you?
NK: At 72 years of age, I remain deeply committed to leaving a lasting legacy. My dream has always been to establish a mobile clinic in every province of South Africa, each staffed by dedicated medical professionals providing essential healthcare services. Currently, we operate 4 trucks. The logistical challenges are significant, sometimes requiring travel of up to 1,000 kilometers. With these trucks in operation, five more are needed. The challenge now is securing the necessary funding. I recognize my age and the urgency of the situation, which is why I’m reaching out for support. Financial contributions will allow us to expand, build more clinics, and hire the staff we need to reach those who depend on us.
As for National Health Insurance (NHI), I understand the concerns many have. However, after 16 years of involvement with the industry bringing healthcare to those who cannot afford it, I am confident in NHI’s ability to deliver quality healthcare to those who need it most. My focus has always been on early diagnosis, especially in cancer care, ensuring that those who can't afford treatment still receive the best possible services.
During the pandemic, we adapted quickly. We paused cancer screenings and redirected all medical staff to assist the National Department of Health with COVID screenings and vaccinations. I was able to raise substantial funds from corporate partners, allowing us to employ on a part-time basis 25 doctors and 50 nurses who were previously unemployed. Despite spending three weeks on life support due to COVID, I came out of that experience even more certain of one thing: flexibility and adaptation are essential during health crises.
