We have been told historical tales about the kings, their kingdoms, and wealth. Thus, Kautilya, the most renowned political economist who developed a strategy for growth, is frequently mentioned. He believed that economic activity was one of the major functions, and he even went so far as to argue that revenue should come before the army because a well-run revenue system made it possible to maintain the army. Kautilya promoted modest tax rates and created a tax structure that guaranteed compliance. He was a big supporter of international trade. Likewise, Chief Financial Officers (CFOs) are essential in financial strategy innovation today. A CFO’s financial strategy innovation affects the overall operation of the company. Hence, CFOs shifting their focus from just maths to strategies for growth continue to succeed. Let’s hear from some of the CFOs germinating growth in 2025.
Jamie Stewart, CFO, Cloudstaff
When interacting with CEO Insights Asia, Jamie says, “My strategy as a leader is focused on creating an atmosphere of empowerment and collaboration among my team members. Active listening and being approachable by team members are crucial, in my opinion. Setting a good example, I support task delegation so that people can take charge and perform well in their positions. Since our success as a team depends on how well we work together, I rely on my team members' skills rather than micromanaging. I place a high value on open communication and transparency, fostering a culture that is team-driven and encourages team members to freely exchange ideas and viewpoints. In developing an environment conducive to innovation, I actively encourage thinking outside the box and welcome fresh initiatives from team members. By cultivating a culture of trust and cooperation, we can all work together to advance the company and put new plans and projects into action to meet our objectives.”
“I suggest concentrating on facilitating organizational expansion while maintaining cost-effectiveness and cultivating enduring client relationships. Adopt new technologies and make investments in the training of your staff. Because the financial scene is dynamic and always changing, be sure to keep a close eye on processes. In addition to handling money, your job is to promote creativity and help your clients succeed. You can confidently negotiate the industry's intricacies and guide your company toward long-term success by remaining knowledgeable, flexible, and dedicated to quality.”
Vinit Lohia, the Director of Finance at Magnus Pharma
“Vinit has played a key role in advancing the financial plans that have made Magnus Pharma a market leader. In the cutthroat pharmaceutical industry, his leadership and knowledge continue to steer the company toward long-term success and innovation. Human resources are of utmost importance to us at Magnus. We consider our workers to be the company's most valuable resource. Our guiding principle is to work intelligently, not simply hard. Since efficiency is crucial in the modern world, we follow a well-defined plan with the goal of becoming Nepal's top pharmaceutical company. This vision directs our leadership and maintains our focus on accomplishing our objectives.”
“Future financial leaders should always keep a healthy cash flow because it's critical to any firm. Keep an eye on your capital expenses and make prudent investments when needed. It's critical to keep up with market conditions and adjust as necessary because overinvesting might backfire. Although there will always be ups and downs in business, perseverance, and patience in the marketplace will eventually pay off.”
Shankar Pandey, Chief Financial Officer, Global Dairy Pvt. Ltd.
“Developing and implementing financial plans that support the organization's short- and long-term goals is my main responsibility as CFO. With an emphasis on strategy optimization and decision-making process improvement, I see myself as the Managing Director's and the Board of Directors' financial advisor and facilitator. I place a lot of focus on budgetary controls because they are essential to precisely predicting and controlling the company's income and costs. I think that cutting expenses and encouraging strong financial growth inside the company depend on operational efficiency. As a result, we closely watch the effectiveness of our control systems and business processes.”
“I also oversee the financial structure of new projects, handle capital budgeting, and assess their economic feasibility. Additionally, I am actively creating and putting into place processes for effective internal process management and a robust supply chain. As CFO, I also conduct in-depth evaluations of our financial performance and growth in order to evaluate financial risks and set up mitigation procedures for the company.”
Adrian Tadena, Chief Financial Officer, Primeline Products Philippines
“As a leader, I follow policies and procedures that encourage development and achievement among my group members. To make sure that everyone understands the organization's objectives and tasks, I place a high priority on communication and a clear vision. While setting an example builds respect and trust, empowering team members and assigning them duties allows them to develop new abilities. To remain current in the field, I place a strong emphasis on lifelong learning and growth, promoting originality and inventiveness. By following these guidelines, I inspire my group to reach their greatest potential and succeed as a whole.”
“I'm determined to use my wealth of knowledge to promote creativity, optimize workflows, and improve organizational effectiveness. To stay up to date with Philippine rules, I've earned qualifications like Certified Compliance Officer and Tax Compliance Specialist during the last three years. I apply strategic changes to maximize production and efficiency by evaluating both achievements and failures. Employee happiness and engagement are increased through team member mentoring and the encouragement of lifelong learning. Our goals are to establish Primeline as a leader, draw in top people, develop strategic alliances, and enhance our reputation by following industry trends and best practices.”
Daisuke Kobayashi, CFO, REMOW
“As CFO, I place a high priority on carefully evaluating risk management procedures within our decision-making procedures. I take a proactive approach to project advocacy, aware of the potential effects on our business, based on my vast expertise in leading M&A deals. But I also understand how crucial it is to find a careful balance between encouraging development and using wise restraint. As chief financial officer, my main goal is to increase company value, which requires that we use the accelerator and brake very sparingly in our business model. By preserving this balance, we may confidently negotiate complexity, guaranteeing resilience and long-term advancement in a constantly changing marketplace.”
“Establishing a clear direction and goals for the team is crucial to me as a leader. After they are determined, I make an effort to convey specific actions and concepts to lead the group toward accomplishing our common objectives."
"My communication style changes according to the experience and skill level of the team. I provide minimal precise directions when working with seasoned professionals, empowering each member to assume responsibility for their tasks. On the other hand, to guarantee clarity and alignment, I give more detailed instructions while managing a group of less seasoned people.”
“The idea that each team member should succeed in their everyday tasks is at the heart of my leadership philosophy. I see these everyday successes as stepping stones to personal progress. I want to build a team culture where everyone feels empowered and inspired to constantly give their best effort by creating an atmosphere where success is valued and attainable. This thus lays the groundwork for future advancement to greater levels of competence and performance as well as ongoing improvement.”